About Us

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.

What are the roots of the Legitimate Leadership Model?

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.

OUR TEAM

Our core consulting team of Legitimate Leadership partners and associates are supported by an exceptional back office team and specialist staff, as well as a broad network of consultants, coaches and mentors who work together to enable the shift from TAKING to GIVING.

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Joolz Lewis

Associate

Growing up as a dual British-French national in the UK, Joolz developed a cultural sensitivity that has shaped her work as an adult. After graduating she joined a consulting firm which relocated her to California at the height of the dot com era to work with Cisco. There she led and launched their global Channel Training Partner sales certification program, before moving on to similar work with other Telecoms giants.

This was followed by the opportunity to set up and run a team in Houston for Compaq (pre-HP merger), to support their Enterprise-wide customer relationship management (CRM) roll-out. After identifying the change barriers and working with leaders across the US and UK sales organisations to drive adoption she then worked for the start-up arm of the consulting business to develop a CRM sales ‘plug-in’. In hindsight this was a very early version of an app!

Many sleepless nights later, she took a sabbatical to train as a yoga teacher and travel across Peru and to India (which she still loves to visit whenever possible).

Back in the UK, she continued to work as a project manager, business analyst and change management consultant in the CRM space. In 2008 she became an independent consultant focusing on leadership and culture.

Joolz has always believed that organisations need to become more human-centred, purpose and values-led. When she was introduced to the Legitimate Leadership Model, she instantly recognized that it addressed all the challenges her clients wrestled with, while translating the theory into practice in a real and structured way.

Now living in Somerset, England, Joolz loves walking in nature, yoga and gardening. She volunteers for an India-based charity that offers education and empowerment programmes to women who have no other means or livelihood. She lives with her husband, has a stepson and is an adoring aunt to her four nieces and nephews.