A “family atmosphere” in an organisation is generally regarded as being good for success. But it can also be somewhat disempowering. Legitimate Leadership had to show flexibility in assisting an organisation of this type …
The Legitimate Leadership Model, in essence, strives to increase trust between management and non-management in all kinds of organisations …
Excellence in an organisation can only be achieved on the basis of the overall willingness of its members to contribute significantly more than what they take out …
Amazon Spent Years Learning What It Takes To Do Great Work. These 4 Steps Contributed Most To Its Success
Amazon’s experience totally aligns with the Legitimate Leadership view on raising the bar or enforcing and raising standards …
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Question of the Month
By Peter Jordan, associate, Legitimate Leadership.
I understand that to gain and retain legitimacy as a leader I need be values-driven, but I also need my job to support my family. What if retaining my job and acting in accordance with values are in conflict?
ANSWER: A leader who is seen to be driven by needs rather than by values will lose the trust of reports and hence her legitimacy as a leader. Therefore ultimately there can be no compromise.
However, before recklessly resorting to resignation, the following should be carefully considered … Read the full answer by clicking here
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VIGNETTE CASE STUDY: ASSISTING AN ORGANISATION IN A DISEMPOWERED, ’FAMILY BUSINESS’ MODELEADING WITH THE AIM OF EMPLOYEES EXCELLING
By Nothemba Mxenge, associate, Legitimate Leadership
A “family atmosphere” in an organisation is generally regarded as being good for success. But it can also be somewhat disempowering. Legitimate Leadership had to show flexibility in assisting an organisation of this type.
The organisation had a total staff of about 120 people with three management levels. Legitimate Leadership was requested by a new senior manager to assist in transforming the organisational culture. This manager had prior exposure to the Legitimate Leadership Model and perceived that the organisation was stuck in victim mode, which resulted in a disempowering culture.
The disempowerment, it later transpired, was largely due to employees knowing each other so well. They had generally worked there for many years and there was a family atmosphere. Members of staff looked upon their managers as their fathers and mothers – and even often addressed them as such.
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ARTICLE: WHY LEGITIMATE LEADERSHIP COMES FROM SOUTH AFRICA
By Teigue Payne, Legitimate Leadership.
WITH COMMENT BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP, AT THE END.
The Legitimate Leadership Model, in essence, strives to increase trust between management and non-management in all kinds of organisations; it strives to decrease the fraction of the workforce which is disaffected and disengaged, and increase the fraction which is pro-establishment.
It is no coincidence that South Africa has been, and still is, a country where there is considerable research on disaffection and disengagement in the workforce. The latest World Economic Forum report on country competitiveness for 2016-2017, for instance, ranks South Africa as having the worst labour-employee relations in the world (137 out of 137 countries surveyed).
Arising from its long history of conquest, colonialism, industrialisation and apartheid, it is probably not surprising that South Africa is a leader in labour disaffection and disengagement.
The Legitimate Leadership Model originated from seminal research into trust in management in the South African gold mines in the late 1980s, during the apartheid era. However, contrary to expectation then, trust in management was not consistently low, but varied immensely, both across mines and even in different shafts on the same mine. .
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