Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”

IF 4 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR
Amir E. Keshtiban, Jamie L. Callahan, Martin Harris
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引用次数: 4

Abstract

The emergence of the Occupy movements along with other social movements in 2011 elevated the idea of radically decentralized “leaderless” social movement organizations. We argue that looking at such an alternative, horizontalist form of organizing presents an opportunity to reframe how we understand leadership. This paper illustrates how the coordination of the Occupy London movement was accomplished horizontally in the absence of formal organization, leadership, or authority structures. Using an ethnographic approach, we show how this movement generated a “multimodal” repertoire of protest that included (1) the politically effective occupation of urban space; (2) the ability to deploy symbols as compelling forms of aesthetic questioning; and (3) the creation of politically charged spectacles that allowed the movement to appropriate the news agendas of established broadcast media. The findings of this paper challenge the language of leadership and contribute to understandings of feminist forms of leadership and leaderless organizing by explaining one way that “leadership” occurs in horizontal organizational structures such as social movements. Namely we demonstrate how the modes of space, symbols, and spectacles effectively replace the role of “leader” in the absence of formal organizational structures.

社会运动中的无领导性:作为“领导”模式推进空间、符号和奇观
2011年“占领”运动和其他社会运动的出现,提升了激进分散的“无领袖”社会运动组织的概念。我们认为,审视这样一种替代性的、横向的组织形式,为我们重新构建对领导力的理解提供了一个机会。本文阐述了在缺乏正式组织、领导或权威结构的情况下,占领伦敦运动的协调是如何横向完成的。使用民族志方法,我们展示了这场运动如何产生了“多模式”的抗议,其中包括:(1)政治上有效地占领城市空间;(2)运用符号作为令人信服的美学质疑形式的能力;(3)创造了充满政治色彩的景象,使该运动能够挪用现有广播媒体的新闻议程。本文的研究结果挑战了领导的语言,并通过解释“领导”在横向组织结构(如社会运动)中发生的一种方式,有助于理解女权主义形式的领导和无领导组织。也就是说,我们展示了空间、符号和景观的模式如何在缺乏正式组织结构的情况下有效地取代“领导者”的角色。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
7.60
自引率
6.10%
发文量
19
期刊介绍: Human Resource Development Quarterly (HRDQ) is the first scholarly journal focused directly on the evolving field of human resource development (HRD). It provides a central focus for research on human resource development issues as well as the means for disseminating such research. HRDQ recognizes the interdisciplinary nature of the HRD field and brings together relevant research from the related fields, such as economics, education, management, sociology, and psychology. It provides an important link in the application of theory and research to HRD practice. HRDQ publishes scholarly work that addresses the theoretical foundations of HRD, HRD research, and evaluation of HRD interventions and contexts.
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