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.
After studying engineering, Rachael spent over 20 years in the chemical industry, leading teams to deliver change within busy production environments while also serving as a member of a site management team. While technically interesting, it was always the people side of her work that was of particular concern and motivation for her. She thus took every opportunity to become involved in coaching and development.
Half way through her career she was exposed to the Legitimate Leadership framework. She recognised this as the leadership approach to which she had been aspiring.
In 2016 she became an independent consultant, assisting clients in delivering successful engineering projects through interim management, supporting studies, team capability and systems.
Rachael lives with her husband in the lovely Ribble Valley in the north west of England. Outside work she is keen on getting plenty of exercise, and jumps into any creative craft that comes her way. Recently, for instance, she has turned her enjoyment of doodling towards work-based visual facilitation and sketchnoting (note-taking using both words and visuals).