This is an analysis of leadership in the Tasmanian environmental (Green) movement. It is argued that the movement is polycephalous with a complex leadership/influence structure and that movement leaders are able to overcome what Tarrow (1994: 149) terms 'the tyranny of decentralisation' through participation in semi-formal and informal interaction networks. It highlights the crucial importance of leadership in integrating and co-ordinating the activities of the Tasmanian green movement. Networks also form the basis of movement leaders' influence and the framework for leadership recruitment.
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