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Theory

Theory. Role of Leadership. Serve as a spokesperson for the less articulate Working out strategy and tactics for action N egotiating with the opponent E ncouraging willingness to resist P romoting discipline C hoosing the best moment for action

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Theory

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  1. Theory

  2. Role of Leadership • Serve as a spokesperson for the less articulate • Working out strategy and tactics for action • Negotiating with the opponent • Encouraging willingness to resist • Promoting discipline • Choosing the best moment for action • Recommending continuing tactics and counter responses as the movement progresses.

  3. Types of Leadership • (1) Individual leadership • (2) Group of committee leadership • (3) A combination of the two • “It is arguable which could operate best in crisis situations.” (Sharp 1973: 465)

  4. Is a strong leadership required for a successful movement? • Effective Leadership is assumed to be very important for successful non-violent resistance movements (Machiavelli). • “Their belief in nonviolence was unintelligent … But their belief in their leaders was genuine.” (Gandhi)

  5. However that is not to say that without central leadership all non violent struggle will fail. • British General strike of 1926 • “Much depends on the extent and depth of understanding of the nature and requirements of this technique of struggle” (Sharp 1973: 463)

  6. Otpor! • Horizontal leadership • Local autonomy • “The idea was, cut off one Otpor head, and another fifteen heads would appear”

  7. Rise of Civil Society during the 1990s. • Previous experience of opposing authoritarian regimes. • Long-standing commitment to non-violent tactics. • Otpor – widespread training in nonviolent tactics.

  8. ‘The Politics of Nonviolent Action’, Gene Sharp • Gandhi: Understanding the strict conditions of Satyagraha • Many subordinate leaders of Indian campaign, e.g. Abdul Ghaffar Khan

  9. MLK philosophical views on nonviolence • The Beloved Community • The Principle of Agape • Justice and Just Laws • Civil Disobedience and Self-Suffering • Means and Ends

  10. Nathan Huggins, ‘Charisma and Leadership’ (Journal of American History) • “great man” • “Individuals do make a difference, and when they play such important roles as did Dr. King, we must give them great attention” • “an ocean, with individuals (Dr. King among them) as waves on that ocean. Without the ocean, the individuals would be of little significance.”

  11. Problems with Leadership • Divisions within movements • Alienation of other groups in society • Figurehead problematic • Emphasising leadership leads to diminishing the importance of organisation and mass involvement

  12. Case study I - Chartism • Divisions limiting efficacy of movement • Factions inhibit strict organisation - William Lovett and the ‘moral force’ • Feargus O’Connor and the ‘physical force’ • Loss of appeal to key supporters - Lovett seen as member of elite - O’Connor seen as member of terrorist organisation (and as such a damage to sympathies of the public)

  13. Case study II - China • Factions – fight for control over Tiananmen Sq. between moderates and radicals • Influx from outside Beijing – creating more organisations/divisions • ‘suspicion, distrust and rumours’ • Failure to achieve widespread support -alienation from the workers

  14. Conclusions (I) • The election of leaders has the potential to alienate possible groups of support (especially when leadership is seen as ‘elite’) • Compare this to movements with no clear leadership - such as Danish and Norwegian resistance to the Nazi’s, and Serbia’s Otpur – that were not factioned and garnered huge support from all sectors • No clear leadership also provides a strategic advantage – the movement is more difficult to attack

  15. Conclusions (II) • Leaders also open themselves up to criticism – as figureheads they represent the movements – eg. MLK and his affairs • Stressing the importance of one leader can diminish the strategic value of localities and organisation– eg. Anti-apartheid and localisedgroups, collective groups in Nashville forcing traditional leaders to become more radical • Context – the importance of leadership relating to specific cases and structures already in place.

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