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Home » Keith Grint Leadership » Mutiny and Leadership

Jun 19 2025

Mutiny and Leadership

I wrote my mutiny book in pursuit of a long term interest in both resistance and the military. I had written before on mutinies in the British Civil Wars and Roman history, but I wanted to spend more time on trying to understand why people mutiny, why they don’t, and equally important for me, why do individuals take on leadership roles in mutinies that are almost certain to end in significant punishment or execution?

Mutiny – Professor Keith Grint

A mutiny usually defined as a refusal to obey commands in a military or naval context involving two or more subordinates. Beyond the military such resistance to legitimate authority may be labelled as strikes, or rebellions or revolutions. Some mutinies regarded as iconic, such of that on The Potemkin, 1905; the Bounty, 1789; and the Indian Mutiny1857. Though the latter might better regarded as the first War of Independence for India against the British occupation.

Some mutinies are hushed up or relabelled to avoid embarrassing the authorities. For example, the mutiny at Christmas in 1914 all along the front between the British (and French) and German forces. Called ‘the Christmas Truce’ but it involved thousands of soldiers refusing legitimate orders and the authorities made sure it never happened again. So, calling it a ‘truce’ implied that the authorities were not too concerned – but they were, they just couldn’t stop it.

Mutinies often break out against a background where authoritarian discipline, appalling conditions and quotidian dissent are normal, but they are actually rare. So, while we might ask why mutinies break out, we might also ask why they are not more common? I would suggest that while leadership is crucial to both the officers and the subordinates, it is the particular relationships between these two groups, in association with the context, that often distinguishes between mutiny and compliance, and between a successful or a failed mutiny. However, there are no ‘objective’ or ‘transparent’ or ‘determining’ contexts, because often time very similar circumstances generate different consequences.

Spithead Anchorage Mutiny

For instance, the mutiny at the Spithead anchorage by British sailors in 1797, apparently generated by conditions very similar to those at the Nore anchorage later in the same year. But while the Spithead Mutiny resulted in improved pay and conditions, and the removal of unpopular officers, the almost identical demands at the Nore resulted in mass executions. Here, similar conditions generated dissimilar results, and the main explanation was the leadership on both sides and the development of different narratives that explained the same event differently. For the British Navy, Spithead seen as a spontaneous – and erroneous – response to a set of ‘unfortunate’ conditions that the Admiralty quickly resolved.

The Nore, however, regarded as a threat to the very fabric of the nation inspired by the French Revolution, and it demanded a coercive response. And while the collective leadership of the mutineers at Spithead ensured solidarity amongst the crews, especially when negotiating with a sympathetic Admiral Howe, the Nore mutineers let Richard Parker take the sole leadership position. Facing Earl Spencer, who was out for revenge, Parker became the first of many scapegoats.

In other words, what counts as a mutiny, how it played out, and what role the leaders of various bodies play in the development of the situation, is not something to read from the context but something to fought over and subject to continuous debate. What is interesting here is not the dispute between ‘truth’ and ‘fake news’ but which account is believed by whom, and why, and what the consequences are for those involved?


Join the Conversation

Mutiny isn’t just an act of defiance, it’s a profound challenge to authority that reveals the deepest tensions in military and political systems. Why do people choose to defy the odds, knowing the potential cost could be their life? Why do some mutinies succeed, while others lead to brutal punishment? These questions are at the heart of the human experience in times of conflict, and I invite you to engage in this exploration. Whether you’re a history enthusiast, a student of leadership, or someone intrigued by the dynamics of rebellion, join me in unpacking the complexities of mutiny.

Together, let’s delve into the leadership, the context, and the motivations behind these extraordinary acts of resistance. What can we learn from the past to understand the world today? Comment below and join the conversation with your experience or use the contact page for a more private discussion.


Mutiny Professor Keith Grint 2025

Written by Keith Grint · Categorized: Followership, Leadership, Leadership, Management & Command, Mutiny, Resistance

Keith Grint has been Professor Emeritus at Warwick University since 2018. Between 1998 and 2004 he was University Reader in Organizational Behaviour at the Saïd Business School, and Director of Research there between 2002 and 2003. From 2004 to 2006 he was Professor of Leadership Studies and Director of the Lancaster Leadership Centre, Lancaster University School of Management. Between 2006 and 2008 he was Professor of Defence Leadership and Deputy Principal, Shrivenham Campus, Cranfield University. He was Professor of Public Leadership at Warwick Business School from 2009 to 2018.

Keith Grint Books include:

• The Sociology of Work: An Introduction 4th edition with Darren Nixon (Polity Press) (2015).
• Management: A Sociological Introduction (Polity Press) (1995).
• The Machine at Work: Technology, Work & Society, (with Steve Woolgar) (Polity Press) (1997).
• Fuzzy Management: Contemporary Ideas & Practices at Work, (Oxford University Press) (1997)
• The Arts of Leadership (Oxford University Press) (2000).
• Organizational Leadership (with John Bratton and Debra Nelson) (Southwestern/Thompson Press (2005).
• Leadership, Management & Command: Rethinking D-Day (Palgrave/Macmillan) (2008).
• Leadership: A Very Short Introduction (Oxford: Oxford University Press) (2010).
• Mutiny and Leadership (Oxford University Press) (2021/2024).
• Leadership: Limits and Possibilities (with Owain Smolović Jones) (Bloomsbury Academic) (2022).
• A Cartography of Resistance: Leadership, Management and Command) Oxford University Press (2024). Read More…

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