Legitimate Leadership Introductory Workshops
Legitimate Leadership runs Legitimate Leadership workshops for people in leadership positions in organisations to establish a common understanding of, and commitment to, the Legitimate Leadership Model.
1. Legitimate Leadership – One Day Executive Overview.
A high-level overview of the essence of the Legitimate Leadership Model for the senior managers of the enterprise.
One Day Executive Overview
“Modern” management has remained essentially unchanged for the last 100 years. Management as a technology has largely stopped evolving. It is time to reinvent management, to challenge the basic beliefs and assumptions on which modern management is based.
The purpose of the One Day Executive Overview is to provide senior management with an understanding of the fundamentals of the Legitimate Leadership Model. During the day a number of management beliefs are fundamentally challenged, and alternatives to current conventional wisdom are proposed.
Axiom 1 – The Nature of the Relationship
What is at issue between employer and employee is not the price of a commodity called labour, it is the legitimacy of a relationship of power.
1. The relationship between employer and employee is not a trading relationship, an exchange of labour for money, because people can neither be bought nor sold. Moreover the relationship between the two parties is not an equal one because the employer has the right to ask the employee to do things and to exercise power over him or her. The relationship, therefore, is not a buying or selling relationship but a relationship of power. The key issue in any relationship of power is not price but legitimacy.
Axiom 2 – Requirement for Legitimacy
Any relationship of power is legitimate only if the aim of that relationship is the care and growth of the subordinate in the relationship.
2. Conventional wisdom holds that managers have the right to demand delivery because they pay a wage, not because they are a boss. In fact this right is earned on the basis of very specific criteria – namely, that the boss cares for the subordinate sincerely and enables the very best in the subordinate to be realised. Care and growth are the universal criteria of any legitimate relationship of power.
Axiom 3 – Empowerment
Empowerment implies an incremental suspension of control in order to enable the subordinate.
3. Growth or empowerment requires a willingness by leadership to entrust responsibility to people – ultimately, to give up control. Empowerment in essence implies an incremental suspension of control in order to enable the subordinate. The empowerment process enables people who take accountability for and who are held accountable for what they are entrusted with.
Axiom 4 – Maturity
Maturity means being here to serve, or acting with generosity and courage.
4. The product of leadership is not a result, but exceptional people. The process of leading others is therefore a process of enabling their maturity. Maturation is the process of maturation of the intent to give. It means to act with generosity and courage.
2. Legitimate Leadership –Two-Day Introductory Workshop.
Provides those in management and supervisory positions with an understanding of the Legitimate Leadership framework and an opportunity to assess the degree to which they are currently aligned to the criteria. A high-level overview of the essence of the Legitimate Leadership Model for the senior managers of the enterprise.
The Issue of Power
The issue of power in the workplace and the difference between power and control.
The core criterion for excellence in leadership – intent and the intent test.
The Key Principles of the Legitimate Leadership Model
- Power by permission.
- The price of power.
- Growth and the incremental suspension of control.
- Maturity means being here to give; acting with generosity and courage.
Empowerment is not about being nice or tolerating mediocrity. It is about pushing people to realise the best in themselves through the provision of means, ability and accountability.
Values – The Core of the Issue
The difference between values- and needs-driven behaviour. The effect of values on a leader’s ability to lead others.
The two-day Legitimate Leadership introductory programme provides those in leadership positions with an understanding of the Legitimate Leadership Model and an opportunity to assess the degree to which they are currently aligned to the Legitimate Leadership criteria.
The programme establishes a shared leadership language and ethos across the enterprise. As such it establishes a starting point for implementing the Legitimate Leadership Model in an organisation.
The Legitimate Leadership Model provides a unique framework for what every employer strives for but often gives up on: attaining the willingness of employees at work. It is based on a premise that the key problem facing leaders at work is to establish legitimacy or to mobilise the consent of their people to being led by them.
Moreover, that there are universal criteria for legitimate power.These criteria were first established from seminal research and have since been validated in the past 25 years in diverse contexts all over the world. The key insight from the initial research was that trust in the management of an enterprise is granted or withheld solely on the basis of employees’ perception of leadership’s genuine concern for employee welfare.
By this is meant that leaders have a sincere and genuine concern for those in their charge and that this is evidenced by enabling their people to realise the best in themselves.The universal criteria for legitimate power, in other words, are care and growth. In modern organisations, those in authority, however, are principally held accountable for getting results out of their people, not for caring and growing them.
The Legitimate Leadership Model therefore enables a fundamental shift in means and ends. The people are no longer the means and the results the end. The results are the means to cultivate exceptional people.