Legitimate Leadership
Training and Development in Johannesburg

Legitimate Leadership Workshops and Coaching based on the Care and Growth Model.
Legitimacy: The collective leadership of the enterprise is seen to be legitimate and to have the support of the majority of its employees to being led by it.
A Care and Growth intervention delivers the following organizational outcomes:.
Care and Growth are the universal criteria for any legitimate relationship of power.
In other words, managers have the right to demand delivery of their people, not because they pay them or because they are in a position of authority, but because they CARE for and GROW them.
This only happens when leaders have a sincere and genuine concern for those in their charge and enable their people to realise the very best in themselves.
A key problem facing staff in a leadership role at work is to establish a sense of legitimacy for their leadership, to mobilise the consent of their people to being led by them.
Trust: Employees throughout the organisation are con.

In other words, managers have the right to demand delivery of their people, not because they pay them or because they are in a position of authority, but because they CARE for and GROW them. Care and growth are the universal criteria for any legitimate relationship of power. Rather, trust in management was granted or withheld on the basis of the employees’ perception of their leadership’s genuine concern for their welfare. The leadership of a mine was seen to be legitimate and worthy, or not, of support on this basis only. Whether the management of any enterprise is trusted and viewed as legitimate, therefore, is ultimately a function of the intent of the immediate supervisor at any level in the hierarchy. Over the past 25 years these original findings have been confirmed in diverse organisations across the world. A Legitimate Leadership intervention delivers the following organisational outcomes. The collective leadership of the enterprise is seen to be legitimate and to have the support of the majority of its employees to being led by it. Employees throughout the organisation are convinced that both those they report to as well as their colleagues have their best interests at heart, and therefore they trust them. The average employee is committed to the organisation’s objectives and is willing to make an above-and-beyond contribution to realising those objectives. Less than the best performance by people is not tolerated, as evidenced by the fact that at all levels employees take accountability for, and are held accountable for, their contribution. A Legitimate Leadership intervention is applicable in any organisation where employee contribution makes a difference to the excellence of the organisation. Whether an intervention is applicable is not a function of what the organisation does, nor where it is located. The Legitimate Leadership Model has been successfully implemented in diverse contexts, both in the public and the private sector, and in countries across the globe. What factors are critical to the successful implementation of the Legitimate Leadership Model? Moreover successful leadership of others is ultimately only possible from a place of personal maturity as a human being. The germination of legitimate leadership happens slowly and often takes time to be noticed. At some point, however, it takes root and gathers momentum. Whether sustainable individual change happens or not is determined by a combination of environmental conditions, the skills and knowledge at people’s disposal, and their will or lack of it at the time. In other words, people only change when they have the MEANS, the ABILITY and the WILLINGNESS to do so. We gain leaders’ commitment to the Legitimate Leadership philosophy and establish a shared leadership language in the organisation. We provide leaders with powerful leadership tools and the skills to apply them. We cultivate a pool of Legitimate Leadership exemplars through one-on-one coaching. We facilitate a change in the organisation’s systems and structures to create an organisational context which supports legitimate leadership.