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In this paper we examine the relationship between public policy, legitimacy and organizational identity in the context of a societal controversy. Public policy is theorized as a mode for effecting discourse transformations which offer new possibilities and rules for organizational legitimacy and societal relations. Our study highlights the legitimating function of public policy formation processes and possible legitimacy-appreciating and-depreciating identity attributes for organizations at the centre of controversy. We develop a macro-level understanding of discursive legitimacy and organizational identity, examining the broader societal context and associated democratic implications of power/knowledge and truth claims.

In this paper we examine the relationship between public policy, legitimacy and organizational identity in the context of a societal controversy. Public policy is theorized as a mode for effecting discourse transformations which offer new possibilities and rules for organizational legitimacy and societal relations. Our study highlights the legitimating function of public policy formation processes and possible legitimacy-appreciating and-depreciating identity attributes for organizations at the centre of controversy. We develop a macro-level understanding of discursive legitimacy and organizational identity, examining the broader societal context and associated democratic implications of power/knowledge and truth claims.

"This paper investigates current Hungarian political developments with the conceptual tools provided by elite and leadership studies. It develops an argument about the institutionalization of simulated democracy, which applies to social situations when democratic institutions exist but where their consolidation is hampered by the norm breaching behaviour of elites and other social groups. The article investigates the responsibility of leaders and elites in two sections. First, the failure of the Hungarian elite settlement is described. Second, the working of simulated democracy is examined with special emphasis on elites' and leaders' behaviour in connection to media law, the new Constitution and other current institutional developments. In the conclusion the authors make an attempt to connect elite and leadership issues to institutional developments and highlight some normative consequences." (author's abstract)

In this paper we examine the relationship between public policy, legitimacy and organizational identity in the context of a societal controversy. Public policy is theorized as a mode for effecting discourse transformations which offer new possibilities and rules for organizational legitimacy and societal relations. Our study highlights the legitimating function of public policy formation processes and possible legitimacy-appreciating and-depreciating identity attributes for organizations at the centre of controversy. We develop a macro-level understanding of discursive legitimacy and organizational identity, examining the broader societal context and associated democratic implications of power/knowledge and truth claims.

George W. Bush wants to be remembered as a president who left a lasting mark on U.S. foreign policy. His emphasis on spreading democracy and reshaping the Middle East is a manifestation of this drive. But the results of his management style and policy choices -- especially the invasion of Iraq -- may have already denied him that legacy.

PurposeThe aim of the current study is to further understanding of transformational leadership antecedents by examining a gap in the literature that fails to address the relationship between leader fit and transformational leader behaviors.Design/methodology/approachThis study examined the relationship between leaders' person‐organization fit, needs‐supplies fit, and demands‐abilities fit and transformational leader behavior using a sample of 215 leaders in ten organizations, their supervisors, and 1,284 followers.FindingsDemands‐abilities fit was positively related to transformational leadership, whereas person‐organization fit was negatively related. Transformational leadership was also related to leader effectiveness (rated by the leaders' own supervisors) and mediated the relationship between demands‐abilities fit and supervisor ratings of leader effectiveness.Research limitations/implicationsAlthough demands‐abilities fit was positively related to transformational leadership, these results should be interpreted with caution as it is not possible to infer causality from cross‐sectional research. Thus, longitudinal or experimental research is needed to replicate these findings.Practical implicationsWhether promoting from within or hiring externally, organizations should place more emphasis on demands‐abilities fit when trying to predict who will engage in transformational leadership behavior. In addition, leaders' own supervisors and followers appear to be in strong agreement on whether someone is an effective leader.Originality/valueTo the author's knowledge, this is the first study to examine the relationship between leader fit and transformational leadership.