當理性遇上感性：若即若離的情緒與社運領袖的表現

When Sense Meets Sensibility: How Ambivalent Emotions Shape Leadership in a Social Movement

以2008年的野草莓學運為例，本文討論情緒與社運領袖表現的關係。本文指出，政治與文化脈絡並非直接影響行動者的決定，而是透過情緒的中介，政治與文化脈絡的影響，經過行動者的詮釋，為行動者帶來某種情緒經驗，而這樣的經驗為行動者彰顯了自我認同、需求與滿足需求的手段。本文發現核心成員視野草莓學運，特別是在轉戰自由廣場後，陷入進退兩難的局面，這樣的情況，讓他們對於運動產生若即若離的情緒，這樣的情緒意味著他們必須在積極的參與者與冷淡的旁觀者中，尋找一個適當的角色，保持距離地參與運動，無論是將決策權力交給群眾或是非正式的影響運動，都使得運動較難被整合。透過考察情緒動力對於行動者自我呈現與策略選擇的影響，我們得以整合客觀環境與行動者選擇對於社會運動發展的影響，社會運動的領導者表現不是被客觀環境所決定，也不是單由行動者理性計算所致，而是兩者透過情緒交織的結果。

Rationality and emotion have traditionally been seen as mutually exclusive in social movement research. However, recent scholarship has reconsidered this dichotomy, arguing that it is overly simplistic and suggesting that researchers should adopt an approach that integrates the influences of both rationality and emotion in the development of social movements. Following this perspective, this article uses the 2008 Wild Strawberries movement as a case study to explore the relationships among emotion, strategy, and leadership style. I argue that political and cultural contexts do not directly determine the leadership style of a social movement. Instead, their influence is mediated by the emotions of the actors involved. Actors’interpretations of political and cultural contexts generate emotional experiences, which in turn highlight their identities, needs, and the means to address those needs. After the Wild Strawberries movement relocated to Liberty Square, the core participants faced the dilemma of whether to disband or continue the movement, which led to feelings of ambivalence. This ambivalence forced the participants to navigate a position between that of a passionate activist and a passive bystander. Consequently, their self-presentation and strategy formulation were shaped by this emotional complexity, resulting in a low-key leadership style. By examining how emotional dynamics influence actors’self-presentation and strategic decisions, researchers can better understand the integrated effects of environment and agency in shaping social movements. In this emotion-based approach, leadership styles are not determined solely by external conditions or rational calculations. Rather, I argue that the effects of environment and rationality are interwoven through the mediation of emotion, and it is this interplay that accounts for variations in leadership styles within social movements.