Under the Smokescreen of Horizontality: Gendered Leading Tasks within the Yellow Vest Movement

Abstract

There is little scholarship on how gender impacts the construction of leadership in supposedly leaderless, horizontal social movements. In this study, I expand the concept of leading tasks, to get at the ways in which gender intersects with the critical organizing work of maintaining horizontal movements. Drawing on comparative data from 7 months of fieldwork conducted with two grassroots groups in the French Yellow Vest movement, I argue that horizontal organizing in the Yellow Vests (YVM) functions as a gendered structure which opens possibilities for women to take on important leading tasks: caring management, attentive listening, and superintendence. These analytically constructed, gendered leading tasks point to a tension inherent in horizontality: It creates leeway for women’s participation, while also functioning as a smokescreen for a process where group members reproduce traditional gendered expectations of women to do a “third shift” in organizing, characterized by nurturing and caring for participants and activist spaces. The study documents how women can be disadvantaged by this mode of organization. Thus, the concept of gendered leading tasks contributes to investigating how leadership is a gendered construct shaped by those who enact it, and the social structure that surrounds it.