The Legitimate Leadership diagnostic tools have two functions.

Firstly, the Legitimate Leadership diagnostic tools stimulate action by holding up a mirror to the collective and individual leadership of how well they are currently faring against the criteria. Secondly, they give focus in terms of those changes in leadership practice which will bring about the most benefits to individual and organisational performance.

There are three possible Legitimate Leadership diagnostic tools for this purpose which can be applied independently or in combination with one another. One or more of these diagnostic indicators, when done at the start of an intervention, can provide a baseline measure which, if repeated on an interim basis, can be used to track the effectiveness of a Legitimate Leadership intervention over time.

The three Legitimate Leadership diagnostic tools are the Leadership Legitimacy Survey, the Leadership Audit, and the Organisational Diagnostic.

1. Leadership Legitimacy Survey

The Leadership Legitimacy Survey assesses the degree to which the leadership of an enterprise is seen to be legitimate and therefore worthy of support by employees. It determines the degree to which management is trusted or not and the reasons for this. The information, based on either online and/or face-to-face interviews, provides the basis for crafting an effective remedial strategy.

The survey determines the following:

    • The proportion of employees who are pro- and anti-establishment, and the make-up of these two fundamental populations.
    • The degree to which, and the reasons why, employees trust various levels of leadership in the organisation.
    • The patterns of alliance in the organisation, or with whom employee loyalty is vested.
    • Where in the line of command authority rests and where it is absent.
    • What the information requirements and credible sources of information are for the pro-and anti-establishment groups.

2. Leadership Audit

The Leadership Audit assesses the degree to which individual leaders and the leadership in total are currently aligned to the Legitimate Leadership criteria. Profiles for each individual in a leadership role, as well as aggregate profiles for levels, departments, and the organisation as a whole, are compiled from subordinate feedback based on the premise that those best placed to measure a leader against the criteria for legitimate power are the recipients of it.

The purpose of the audit is to indicate areas of strength opposite the Legitimate Leadership criteria as well as areas for improvement. Feedback on the profiles provides clarity on what changes are required to realise a sustainable improvement in the leadership of the enterprise.

Individual leaders are provided with the following diagnostic information:

      • The quality of their relationship with direct reports (Care).
      • The degree to which they are providing an enabling environment for their people (Means).
      • How well they are enhancing the ability of the people (Ability).
      • To what extent they are holding their people appropriately accountable (Accountability).

3. Organisation Diagnostic

The Organisation Diagnostic assesses the degree to which the organisational context either supports or limits the implementation of Legitimate Leadership. It comprises an on-site investigation of the organisational variables which enable leadership excellence. The deliverable is a determination of the organisational changes which need to be made to support a sustainable implementation of the Legitimate Leadership framework.

The organisation diagnostic includes the following types of analyses:

      • A review of organisational structure to determine how enabling or disenabling the organisation of work is to leading in a manner consistent with the legitimate leadership criteria.
      • An assessment of the degree to which organisational measures, or scoreboards, evoke employee contribution.
      • An examination of the usefulness of operational review meetings in encouraging generous and courageous future action.
      • The use of leadership diagnostics to determine the command issues behind positive and negative exceptions in the business.
      • A review of the use of controls in the organisation’s horizontal processes and systems.
      • An examination of where in the hierarchy decision-making authority, and hence accountability, resides.
      • A determination of the tolerance of mediocrity and whether people are being held appropriately accountable.