Authority and democracy: the Barnardian way to resolve an apparent oxymoron

Abstract

ABSTRACT In « Dilemmas of Leadership in the Democratic Process», a little-known but thoughtful text, Chester Barnard promoted democratic governance in firms while making concessions for the difficulties that may arise in its implementation. It raises broader questions about Barnard’s thinking, particularly on the relationship between democracy and authority in the firm. Through this and other unknown texts, we show the coherence of Barnard’s thought, whose plea for democracy is nourished by an adherence to the project of individual emancipation. Authority is seen from an instrumental angle, as a complementary and necessary mode of decision-making to counter the ‘dilemmas’ of democracy as long as it is regulated. The same applies to the hierarchy on which authority relations are based which is not antagonistic to democracy, under certain conditions. Barnard’s postwar writings, focusing on responsibility, open up new avenues for the articulation between authority and democracy. In particular, the sense of responsibility spread at all levels that democratic governance encourages is also what can reduce the need for authority. This article aims to show that Barnard's thought, which does not see democracy and authority as oxymorons, remains relevant. Barnard can thus contribute to extending the perimeter of diffusion in democratic governance.