<![CDATA[Leadership in political mobilisation under asymmetrical conditions is determined by informational conditions. Existing research has focused on organisational power, networking and digital possibilities but less on conditions of information-poor leadership. To fill this gap, the research reconceptualises leadership as information-based and links historical and contemporary studies on resistance. In this paper, we use a qualitative interpretive approach and secondary historical data as a foundation for studying Supriyadi in the PETA Blitar rebellion. It demonstrates that when there is a lack of information, leadership is built on amiable selectivity, segmentation and secrecy to create networks that are fragmented yet trust-based. However, when there is too much information there is a transformation in leadership into managing public perceptions, content creation and getting used to living in an environment where everything is algorithm-driven. However, while these differences vary one thing remains constant: leadership is ultimately about control of information in hierarchical structures. This paper offers: reaffiliation of leadership with information practices; visualising leadership as a condition to build networks through control of information; and an intersection of historical and digital insights on resistance. It offers a theory of leadership in varying informational contexts.]]>
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