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Pasini, E. Magatti, P. Bruttini, P. (2015). The Three Paradoxes of the “Leaderless Organisation”. Organ. Soc. Dyn., 15(1):79-100.

(2015). Organizational and Social Dynamics, 15(1):79-100

Accounts of Interventions

The Three Paradoxes of the “Leaderless Organisation”

Elisabetta Pasini, Paolo Magatti and Paolo Bruttini

There is great concern displayed in the more recent organisational studies regarding the impacts the new digital culture is having on the social and organisational realms of society. What do we mean exactly when we talk about the 2.0 reality? What is the real impact of change within organisations and the corporate culture? What are the most significant differences in how people relate in today's groups and organisations? When we began, back in 2007, to observe the so called phenomenon of the leaderless organisations, we tried to find some possible answers to these very questions. The new organisational formats, born from the spreading of the Internet's digital culture, displayed new mechanisms of leadership and membership that became visible in groups and organisations; but, at the same time, they engendered anxieties of more subtle forms of over control.

Starting from these assumptions, the aim of our script is to discuss the new issues that the “leaderless organisation” asks us to face, underlining “three contemporary paradoxes”.

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