Leadership in SM

Leadership in Social Movements

• Resource mobilization theorists consider factors such as the ability to inspire and mobilize followers, and the ability to negotiate and manage resources.

Types of Leaders

• Wilson (1973) identifies three types of leaders: charismatic, ideological, and entrepreneurial leaders.
• A 'bridge leader' is not identified by Wilson (1973) as a type of leader.

Political Process Approach

• The main focus of the political process approach is on the broader political context in which social movements operate.

Resource Mobilization Theory

• One limitation of the entrepreneurial-organizational version of resource mobilization theory is that it overemphasizes the role of leaders as entrepreneurs.

Roles of Leaders

• Leaders in social movements play roles such as inspiring and mobilizing followers, negotiating and managing resources, and making strategic decisions.

Theorizing Leadership

• Leadership in social movements has not been adequately theorized due to a lack of attention to the social composition of top leadership positions.

Focusing on Great Leaders

• The risk of focusing solely on great leaders in social movements is that it overlooks the importance of collective action and participatory democracy.

Defining Movement Leaders

• Movement leaders are individuals who are able to inspire and mobilize followers, and make strategic decisions for the movement.

Women in Leadership

• Historically, women have gained access to leadership and status in social movements because they have been more likely to participate in grassroots activism.

Social Composition of Top Leadership Positions

• The social composition of top leadership positions is important because it affects the movement's ability to mobilize resources and make strategic decisions.

Conflicting Requirements for Leaders

• Leaders in social movements face conflicting requirements such as being charismatic and inspiring, while also being bureaucratic and organized.

Weber's Theory of Charismatic Leadership

• According to Weber's theory, followers play a role in imputing charisma to leaders.

Robert Michels's Theory of Political Leadership

• According to Michels, leaders in large bureaucratic organizations become conservative and resistant to change.

Organizational Characteristics and Leadership

• Organizational characteristics such as size and structure affect the demands placed on leaders.

Educated Individuals and Leadership

• Educated individuals often land leadership positions in social movements because their education provides them with skills and knowledge that are valuable to the movement.

Relevant Fields of Study

• Fields of study such as sociology, psychology, and politics are highly relevant to movement leaders.

Educational Capital and Leadership

• Educational capital provides individuals with skills and knowledge that can be used to acquire leadership positions in social movements.

Acquiring Leadership Positions

• Social movement leaders acquire leadership positions through a combination of personal characteristics, skills, and opportunities.

Social Class and Leadership

• Members of the middle and upper classes are more likely to produce leaders of social movements.

Privileged Backgrounds and Leadership

• Social movement leaders derive a key resource from their privileged backgrounds: educational capital.

Intellectual Tasks

• Social movement leaders need to perform intellectual tasks such as strategic planning, communication, and decision-making.

Formal Education and Leadership

• Formal education is important for social movement leaders because it provides them with skills and knowledge that are valuable to the movement.

Advantages of Privileged Outsiders

• One advantage of having privileged outsiders as leaders in social movements is that they bring new skills and knowledge to the movement.

Mixed Leadership Teams

• Mixed leadership teams in social movements can generate creative solutions and innovative strategies.

Marx and Useem's Research

• Marx and Useem's (1971) research focuses on the role of privileged outsiders in social movement leadership.

Privileged Outsiders and Leadership

• Privileged outsiders bring new skills, knowledge, and perspectives to the leadership circle in social movements.

Insider/Outsider Interactions

• Insider/outsider interactions in social movements can be tense and conflictual, but can also generate creative solutions and innovative strategies.

Disadvantages of Privileged Outsiders

• One disadvantage of having privileged outsiders as leaders in social movements is that they may be disconnected from the grassroots of the movement.