Tikanga Māori Leadership:
Understanding the dynamics of Māori Leadership in a changing world.
Reihana & Martin Perkinson
The development of iwi, hapu and community initiatives for a sustainable
future rely on effective leadership for guidance and direction.
The dynamics of this at a collective level and individual level as well
as the difference between traditional and contemporary views on leadership need
to be addressed. This is not only
to nurture both inter and intra-tribal cohesion and unity but to also promote
individual entrepreneurial self-confidence.
This research aims to look at the dynamics of Māori leadership in a
changing environment. Previous
research indicated that leadership now requires ‘new expertise and old
wisdom’. More importantly how can
this be achieved to advance Māori aspirations within various sectors and
communities? Prior research and
commentary raises questions such as the invisible nature of Māori leaders,
the roles of leaders that represent collective iwi interests and individual’s
rising to the leadership challenge in response to a given situation.
This research seeks not only to explore and describe the characteristics
and role of effective Māori leaders but also to ascertain how best to
foster Māori leadership through education.
In business education, the traits
and characteristics of successful leaders is a domain that continues to be well
researched. However research that
incorporates tikanga Māori leadership in the same regard is in short
supply. Leadership roles continue
to change in response to new situations. Māori
business leadership and Māori
cultural leadership can be defined quite differently in terms of the roles,
skills and the knowledge domains in which they function and are employed.
This research also takes into account that Māori leadership has both
economic and/or social objectives.
The research will be both quantitative and qualitative in nature and will
involve a survey questionnaire adapted from the Multifactor Leadership
Questionnaire (MLQ-5X) introduced by Bass (1998) and enhance recent studies
conducted by Pfeifer and Love (2004) on Leadership in Aotearoa.
Hui with a small group of students currently enrolled on the Graduate
Diploma in Leadership (Māori Development) will also be conducted.
It will also involve a small number of personal interviews with members
of the Māori community. Results
will be analysed to find both common and distinctive themes.
The results of this research will be used to provide a better
understanding of the dynamics of Māori leadership in order to develop and
promote appropriate leadership strategies in education that can foster and
support sustainable development initiatives.
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D, & Love, M. (2004). Leadership in
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activity: What are Māori perspectives on cultural protection?
Unpublished master’s report, Massey University, Albany, New Zealand.