A key problem facing leaders at work is to establish a sense of legitimacy for their leadership, to mobilise the consent of their people to being led by 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. 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.
The Legitimate Leadership Model originated from seminal research into trust in management in the South African gold mines in the late 1980s. Contrary to expectation, trust in management in the apartheid era was not consistently low, but varied immensely, both across mines and even in different shafts on the same mine. Trust in management was not found to be a function of working/living conditions, rates of pay, trade union activity, or the sophistication of the company’s human resources policies and systems. 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.
Andrew has over 30 years of experience of working as a leader in human resources management.
After completing an initial degree in industrial psychology, he embarked on his HR career in the mining sector, where he worked in training and industrial relations.
He then returned to university to complete a post graduate diploma in management. He then briefly worked in the banking sector.
He later worked as the regional human resources director responsible for 20 African countries for an international security services and facilities management organisation. He then took on a larger role as the regional HR director for the Asia-Middle East region of the business. Based in Hong Kong for four years, he was responsible for 37 countries spanning Australasia, south east and south Asia, and China. He gained great experience in culturally-diverse environments.
On returning to South Africa, Andrew worked in the biotech sector.
Andrew has experience in HR strategy, business mergers and integration, change management, leadership development and organisational development. He has been a consultant in HR strategy, policy and leadership since 2015, and joined Legitimate Leadership in March 2021. Andrew spends his spare time reading, hiking, fishing, camping and doing wildlife photography.