Relational leadership – An indigenous Māori perspective

Abstract

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 M aori leaders and practitioners in the screen industry. The findings revealed three distinct themes; embodying relational leadership, enacting relational leadership and macrocontextual influences in relational leadership. This study affirmed the ways in which culture and worldviews shaped the identity of M aori 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 M aori perspective. It highlights the importance of holistic theorisations of leadership that examine culture, identity and the macro-contextual dimensions that influence leadership.

Impact of relational leadership on employees’ unethical pro-organizational behavior: A survey based on tourism companies in four countries

“…In addition, relational leadership is people-centered, and strives to create a harmonious atmosphere among employees. Typically, this is achieved primarily through an emphasis on the maintenance of harmonious interpersonal relationships with subordinates; the creation of a caring and human-oriented organizational environment; and by providing subordinates a measure of independent development space [13]. In any case, relational leadership places leadership behavior in various complex relationships within organizations.…”

“…From this perspective, a “relationship” exists between people as a result of interpersonal interaction, as well as being a product of social construction. Thus, relational leadership is a process of social construction [13]. In this study, relational leadership denotes persistent concern for the career development of employees, for their empowerment, for opportunities in which they might offer suggestions, for planning good prospects for employees, and for treating them equally—all of which contributes to the creation of a friendly and caring ethical climate.…”

Political entrepreneurship in the field of Māori sovereignty in Aotearoa New Zealand

“…A sense of community is central to Māori conceptions of leadership, adopting an approach to accountability that is ‘less hierarchical authoritarian and more open, honest and caring’ (Ruwhiu and Elkin : 313). Henry and Wolfgramm () argue that the rootedness of the leader in the community and connection to whakapapa (genealogy) are central to Māori leadership. At the same time, Katene () notes that modern tribal affairs are managed through a form of dispersed leadership, where decisions and actions are taken to benefit the collective.…”

“The work of a leader is to carry the bones of the people”: exploring female-led articulation of Indigenous knowledge in an urban setting

“…Similarly, relational leaders are “enriched by connections to place, space and histories” (Evans & Sinclair, 2016, p. 485). They draw from the authority of ancestors and the community of archetypal leaders to promote the common good while nurturing special relationships with lands, developed over many generations of stewardship (Henry & Wolfgram, 2018). Common characteristics of servant leadership within both Indigenous and non-Indigenous cultural perspectives include integrity, empathy, foresight, stewardship and the focus on community (Ruwhiu & Elkin, 2016).…”