1.3.1 Organic leadership by individuals
In most, though by no means all, organisations there are of course formal positions of seniority and responsibility. But outside these roles, leadership can still emerge informally in communities and workplaces. If an individual is influential, well liked (even perhaps feared!) they can bring others with them and impact organisational behaviour whether they are in a formal position or not. In organising theory these individuals are often referred to as being ‘organic’ leaders.
Whether in a workplace or a community, nurturing leadership potential is central to building effective organisations. This may involve identifying someone practising leadership in this organic sense and encouraging them to put themselves forward for a formal role. But it may simply involve using their leadership to your advantage. Bringing others in a workplace with them, influencing opinion, or supporting others in their work.
But organising in the context of workplaces and communities is less concerned with enabling individuals to lead and more concerned with asking:
how power can be… exercised by as many people as possible starting from conditions of widespread inequality and popular disempowerment.
That is why good organising will aim to build distributed leadership amongst several or many people.