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Article
EMERGENCY SERVICE LEADER PERCEPTIONS OF LEGITIMACY
Business Research Yearbook (2013)
  • John R. Fisher, Utah Valley University
  • R. Jeffery Maxfield, Utah Valley University
Abstract

This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines leader perception of the reasons their subordinates view their leadership as legitimate. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy more on the characteristics leaders bring to their positions. Emergency service students interviewed leaders in their career fields, determining their view of legitimacy. They found that few emergency services leaders perceived legitimacy as traditionally defined, but rather they saw it as the experience, education and training, the skills and traits they bring to the position. Subordinate trust was important to their definition of legitimacy and this was on leader experience and integrity.

Keywords
  • Leader,
  • Leadership,
  • Legitimacy,
  • LEAP Leadership Model,
  • Emergency Services
Publication Date
2013
Publisher Statement
Copyright 2013, International Academy of Business Disciplines
Citation Information
John R. Fisher and R. Jeffery Maxfield. "EMERGENCY SERVICE LEADER PERCEPTIONS OF LEGITIMACY" Business Research Yearbook Vol. 20 Iss. 2 (2013)
Available at: http://works.bepress.com/john_fisher/16/