What is it about?
The primary aim of this article is to offer an indigenous perspective of relational leadership as a way-of-being and doing leadership. It is based on a longitudinal qualitative investigation of Maori leaders and practitioners in the screen industry. The findings revealed three distinct themes, 'embodying relational leadership', 'enacting relational leadership' and macro-contextual influences in relational leadership.
Featured Image
Why is it important?
This study affirmed the ways in which culture and worldviews shaped the identity of Maori leaders, confirming that relational leadership is a process of social construction, which emerges from the dynamic interaction between ontology (ways of being) and praxis (ways of doing). This contribution charts new territory in leadership theory contributing new ways of understanding relational leadership from an indigenous Maori perspective. It highlights the importance of holistic theorisations of leadership that examine culture, identity and the macro-contextual dimensions that influence leadership.
Perspectives
As an Indigenous woman from New Zealand, it has been rewarding to engage in research for, with and by Maori, about a little-studied business domain (creative industries, screen production), where Maori are succeeding, and where leadership has emerged that contributes to personal, as well as social and cultural development for Maori people.
Dr Ella Y Henry
Auckland University of Technology
Read the Original
This page is a summary of: Relational leadership – An indigenous Māori perspective, Leadership, December 2015, SAGE Publications,
DOI: 10.1177/1742715015616282.
You can read the full text:
Contributors
The following have contributed to this page
