Decentralising leadership: from monolithic to modular and polycentric
May 14th, 2022
Why talk about leadership?
Let’s bring it back to the people. If you’ve ever been in an executive position, been an influential DAO member, or founded a new organisation, you’ll likely viscerally know the weight of responsibility. There can be so much work, so much uncertainty and yet such a pressing need to make big, complex decisions, often with long-lasting consequences. It’s exhilarating, but it’s also exhausting if not downright nerve-wracking. Conversely, being in a disempowered position can quickly become frustrating, if not depressing. And the difference is often touted to be: leadership.
We’re told that there’s a mindset and a set of skills that leaders have, that if we master those, we can make things right. Countless researchers have followed this path, compiling theories and models. Meanwhile, the pressure on ‘leaders’ has continued to grow to master and exhibit these traits – leaders are meant to be visionaries, strategists, motivators, servants, coaches… the list goes on.
With all the work happening on leadership, and all these expectations, why should we here, talk about leadership?
First, with Web3 we can rethink this topic and many others from the ground up, learning from the past but primarily building on first principles rather than stale thinking. And second, because I fear we’re missing a trick here, and continuing down this path is harmful and unsustainable.
What follows is an attempt to bring a new perspective on an old debate, a critique inspired by the excellent work many have done and continue to do in this field.
Continues in source: Decentralising leadership: from monolithic to modular and polycentricDecentralising leadership: from monolithic to modular and polyce… — Danielo
From Daniela Ospina, who says:
More of this thinking happening in RnDAO