Legitimising Leadership: A Framework for Institutional Leadership

S N Biswas and Urmi Nanda Biswas

Vision, 2001, vol. 5, issue 2, 33-42

Abstract: Different theoretical frameworks on leadership influence process are briefly reviewed. Particularly the process of leadership legitimisation crisis in organisations is highlighted and the transition of leadership influence process, from the transactional perspective to transformational leadership perspective, is discussed. The paper argues that leadership influence process is important and the intensity and resilience of this influence process makes a difference in organisational functioning and growth, which is rooted in the legitimacy of leadership in the eyes of the followers. The crisis of legitimacy and ways and means for attaining legitimacy, has been a major concern for many leaders and researchers. While acknowledging the inherent strength in the transformational leadership model as a major step towards legitimising the leadership influence process, this paper illustrates certain gaps in the existing transformational leadership framework. Based on later research and instances of leadership influences in organisations, a value based institutional leadership framework is proposed. It is argued that the value based institutional leadership will legitimise the leadership influence process in organisations and will be pervasive and enduring.

Date: 2001
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Persistent link: https://EconPapers.repec.org/RePEc:sae:vision:v:5:y:2001:i:2:p:33-42

DOI: 10.1177/097226290100500206

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