ABSTRACT Significant academic effort has been expended in researching leadership. The essence has been to emphasize individualism, linearity, heroism, hierarchy, teleological thinking, and economic calculus – even when theorizing collective leadership. Yet, little is known about leadership in subaltern cultures in the global south. This study discursively explores collective leadership as practiced within a masculine indigenous African council-type governance institution known as Mgbe or Ekpe, in communities within the coastal regions of Cameroon and Nigeria. Data were generated from 20 in-depth interviews with elders of Ekpe institution, onsite observation in 42 communities, and visual interpretation of recorded imagery. Findings unveil a multi-leader construct and practice of leadership founded on communitarianism, egalitarianism, humility, and pursuit of social equilibrium. Data also reveal a process of collectiveness enacted through the becoming, being and embodying processes of member embeddedness. Collectiveness emerged as a multi-leader process of fluid role substitution and power-sharing. The study proposes a multi-leader framework to actualize collective leadership. This approach challenges the seeming inevitability of a dominant or focal leader as theorized in extant collective leadership scholarship. It further introduces recognition theory in leadership studies and identifies directions for future research.
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