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Author Country

Austria

Document Type

Article

Abstract

This article analyzes how leadership is practiced in social movement organizations (OMS). Drawing on Critical Leadership Studies, and based on qualitative empirical research conducted in the organizations of the Spanish 15M protest movement, we analyze leadership perceptions, tensions and practices in dealing with these challenges. Our findings indicate that leadership practices in the investigated OMSs are autonomous, reflective and rule-based. Emphasizing collective reflection and rules highlights two aspects of leadership in OMSs that have been largely ignored in the discourses. Nevertheless, they turn out to be important means to address the challenges of autonomous leadership.

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