Abstract
This article presents a model of how leadership practices in an inter-organisational context of very limited formal authority continually create and recreate leadership legitimacy. We draw on a longitudinal case study in a German banking cooperative, identify six collaborative leadership practices and use a practice lens to explain leadership legitimacy as a stepwise accomplishment. Our study offers new insights into the sources of leadership legitimacy. Moreover, based on our insights, we suggest a new understanding of leadership that advances the understanding of leadership as practice even beyond the cooperative sector.
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