Lakota women leaders: Getting things done quietly

Abstract

In Western society, the foundation of what was once a more traditional way of thinking about leadership has been replaced by focusing more on gaining and using power, influencing people, and maintaining an appearance of control. These paradigms that often advise management policies, practices, and decisions have generally reflected the structures and cultures from a more White, heterosexual male perspective. This perpetrates the systemic issue in that minorities in the United States continue to remain underrepresented, and this is particularly true for Indigenous peoples. Unfortunately cross-cultural research has not helped the problem in that differences have often been ignored or negated. Adding gender differences to the mix complicates things even further, as leadership has traditionally been studied using masculine norms as behavioral standards. In addition, colonization is acknowledged as having had a destructive effect on indigenous gender relations and cultural dynamics. Therefore, to address this gap in understanding, the purpose of this phenomenological study was to explore leadership from a gender and Indigenous perspective. From interviewing Lakota women leaders, findings indicate that Indigenous women's leadership is not invariable with dominant mainstream leadership theories, and that further research is needed on Indigenous, as well as Indigenous women leadership perspectives and practices.

Community leaders as intermediaries: How everyday practices create and sustain leadership in five informal settlements in Cape Town

“…At the same time, studies of community leadership acknowledge individual leaders, whether formal or informal, acting as intermediaries between different stakeholders, interests and institutional systems (Bénit-Gbaffou and Katsaura, 2014; Gambrell, 2016; Ivory, 2008; Martiskainen, 2017; Purdue et al, 2000; Welton and Freelon, 2018). This intermediary role may be practised and felt in a variety of ways.…”

“…Unsurprisingly, navigating these upwards and downwards pressures requires leaders to balance conflicting expectations, loyalties and logics (Gambrell, 2016; Purdue et al, 2000; Welton and Freelon, 2018). This can be especially challenging for leaders who are caught between what Massey (2015: 303), in reference to informal settlements in Cape Town, describes as ‘conflicting governmentalities’ between a technocratic, neoliberal government and the organic systems of communities.…”

“…Despite such diversity, scholars also commonly describe community leadership as situated between the structures and policy directives of formal organisations (e.g. government), and communities’ more informal ways of organising (Gambrell, 2016; Martiskainen, 2017; Welton and Freelon, 2018). This requires local leaders to navigate between these contexts, taking on an ‘intermediary’ role (Bénit-Gbaffou and Katsaura, 2014).…”

Burns, Senge, and the Study of Leadership

“…References to other elements of Senge's writings include the use of knowledge (Bartol & Srivastava, 2002;Kaufman, 2009;Rai & Prakash, 2012) and a miscellany of brief notices (Ament, 2007;Chandler, Roebuck, Swan, & Brock, 2011;Gambrell, 2016;Gilley, McMillan, & Gilley, 2009;Parry & Hansen, 2007;Ruwhiu & Elkin, 2016;Wondra, 2009).…”

Work Experiences of Native Americans: A Qualitative Study

“…Accordingly, career scholars (e.g., Al-Asfour, 2018; Chartrand & Rose, 1996; Gambrell, 2016; Hoffmann et al, 2005; Turner & Lapan, 2003) have been calling for more studies which examine the careers and the concerns of economically and occupationally disadvantaged groups, especially Native Americans (Al-Asfour & Young, 2017). In response to these calls, this study draws on qualitative data from Native Americans and explores their overall career experiences while focusing primarily on the challenges that they face.…”