Motorcycle Club Hierarchy Revealed: Understanding the Ranks from Prospect to President
A complex structure governs motorcycle clubs, extending beyond simply riding together. From maintaining internal order to coordinating events, a defined hierarchy dictates roles and responsibilities within these groups, with the President typically holding the highest rank.
Motorcycle clubs, whether established riding communities or groups categorized as outlaw motorcycle gangs, operate with a surprisingly detailed organizational framework. This structure isn’t simply about shared passion for bikes; it’s about maintaining control, enforcing rules, and ensuring the club’s survival. Understanding this hierarchy is crucial for anyone seeking to understand the dynamics of these groups, as well as the broader motorcycle community.
Within a typical club, the sergeant at arms, supported by enforcers, is responsible for internal discipline and rule enforcement. The road captain manages ride logistics – routes and formations – while the tail gunner ensures the group remains intact during outings. Administrative roles are also vital, with a secretary documenting meetings and a treasurer managing finances. Even a chaplain, serving as a non-member spiritual advisor, often holds a position.
However, the foundation of any club lies with its members.Leadership positions are generally resolute through voting, and advancement within the hierarchy requires demonstrated loyalty and commitment. Below full membership is the rank of “prospect,” an affiliated status requiring completion of assigned tasks and adherence to club rules before earning a patch and full membership rights.
Beyond individual clubs, organizations like the American Motorcyclist Association (AMA), founded in 1924, foster a wider community. The AMA connects riders globally through event organization and advocacy, and sanctions numerous racing competitions annually within the U.S. The AMA gained recognition for its “99%” claim, representing its broad base of motorcycle enthusiasts.
