What are young Pacific peoples understandings of leadership in Aotearoa New Zealand?

Pacific People ◽

Education Outcomes ◽

Aotearoa New Zealand ◽

The Pacific ◽

Leadership Beliefs

This thesis is an exploration of the way leadership is understood by young Pacific peoples. It looks at the possible relationship between leadership and education outcomes for young Pacific peoples. It is located in an interpretative paradigm, and uses qualitative methods and seeks phenomenological date. This is because individuals interpret experiences differently, therefore understanding how these young Pacific people interpret ideas can help answer the thesis question. As Pacific research it foregrounds Pacific concepts such as vā and Pacific methods such as talanoa. These features seek to alignment with the community participating in the study. The findings suggest that young Pacific peoples understand leadership as a negotiation between Pacific and Western ideas. This negotiation is performed contextually. However, young Pacific peoples are also redefining leadership for themselves and a way they are doing this is by combining their Pacific and Western understandings of leadership. From the research there were three implications found for young Pacific peoples. Firstly, too much focus on culture can become a problem. Secondly, the different contexts that young Pacific peoples are being raised in influences their leadership beliefs, especially compared to the older generation. Lastly, young Pacific peoples need to receive recognition for their ability to negotiate ideas between the Pacific and Western worlds. Therefore, recommendations for future research come under two main categories environment. This is focused on rethinking leadership, firstly for young Pacific peoples in New Zealand-Pacific context, then rethinking for young Pacific peoples in a Western context. The second recommendation discusses ways to improve leadership development programs for young Pacific peoples in New Zealand.

Leadership self-efficacy: review and leader development implications

Journal of Management Development ◽

10.1108/jmd-03-2019-0073 ◽

2019 ◽

Vol 38 (8) ◽

pp. 637-650

Author(s):

Laura Paglis Dwyer

Keyword(s):

Leadership Development ◽

Self Efficacy ◽

Cognitive Modeling ◽

Group Performance ◽

Leader Effectiveness ◽

Future Research ◽

Big Five Personality ◽

Development Programs ◽

Content Type

Purpose The purpose of this paper, on self-efficacy and leadership, has two objectives. First, it comprehensively reviews approximately 25 years of research on leadership self-efficacy (LSE), beginning with LSE measurement and related criticisms. Findings concerning LSE’s relationships with leader effectiveness criteria, as well as individual and contextual influences on LSE, are presented. Second, it examines the evidence on efficacy enhancement interventions and offers some preliminary recommendations for increasing LSE through leadership development programs. Design/methodology/approach The author conducted a comprehensive literature review of the existing research on LSE, covering the main contributors to this research stream and their findings. Findings The review revealed substantial diversity in LSE construct development and measurement approaches. Regarding LSE and leader effectiveness, many studies reported positive relationships with potential, performance and behavioral ratings of leaders. Collective (team) efficacy has emerged as a significant mediator between LSE and group performance. Influences on LSE include several of the Big Five personality traits, while contextual antecedents are under-researched, and potentially fruitful areas for further study. Executive coaching and mentoring, as well as cognitive modeling techniques and training in constructive thought patterns, received support for enhancing LSE in developing leaders. Originality/value This paper’s review and implications should be of substantial value to current and future LSE researchers, as it summarizes past research, synthesizes the findings to draw out common themes and consistent, corroborated findings, and identifies opportunities for future research. For practitioners, the reviewed research on interventions for increasing LSE through leadership development programs provides practical guidance.

Intelligent Careers of Pacific Island Leaders

South Pacific Journal of Psychology ◽

10.1017/s0257543400000031 ◽

2005 ◽

Vol 16 ◽

pp. 1-17 ◽

Cited By ~ 3

Author(s):

Polly Parker

Keyword(s):

New Zealand ◽

Leadership Development ◽

Minority Population ◽

Pacific Island ◽

Cultural Issues ◽

Dominant Culture ◽

The Public ◽

Aotearoa New Zealand ◽

The Pacific ◽

Leadership Behaviour

AbstractPacific peoples hold a unique place as an ethnic community within Aotearoa-New Zealand. The largest immigrant minority population in New Zealand brings a different culture to that of the dominant Pakeha (European). One implication is the need for acculturation into New Zealand society. Leadership, when characterised here as a process through which Pacific elders model the “Pacific way” to guide their youth, is critical to manage the tension between maintaining traditional ways and integrating into a dominant culture different from the people's own. This paper reports an empirical study conducted with Pacific professionals working in the public sector of New Zealand. Recognised for their potential to influence Pacific peoples, the participants were sponsored by the ministries of Health and Pacific Island Affairs to attend a three-day leadership development course that included a careers component. The scarcely researched links among leadership, careers and social cultural issues are explored. Intelligent career theory is introduced and the processes associated with eliciting subjective and inter-subjective career data are explained The results reflect the interdependence of motivation, skills and knowledge, and relationships, which together strongly influence the career and leadership behaviour of Pacific peoples to enhance the outcomes for Pacific peoples in New Zealand. Theoretical and practical implications are discussed.

The Leadership Processes of Pacific Public Servants in Aotearoa, New Zealand

10.26686/wgtn.16959142 ◽

2021 ◽

Author(s):

◽

Mele Katea Paea

Keyword(s):

New Zealand ◽

Leadership Development ◽

Case Studies ◽

Public Service ◽

Research Question ◽

Social Process ◽

Relationship Building ◽

Future Research ◽

Public Servants ◽

This dissertation presents research focused on leadership processes among Pacific public servants at multiple levels in the New Zealand Public Service. The current study was guided by this research question: What are the leadership processes currently employed by Pacific public servants in the New Zealand Public Service? This study also explored participants' views on the effect of Pacific cultural backgrounds and organisational contexts on their current experience of leadership processes. The exploration of the topic was developed within a post-positivist research paradigm, using phenomenological methodology to examine the leadership processes of Pacific public servants. It employs qualitative case studies of two New Zealand Public Service organisations in the Wellington region. I employed two data collection tools in these case studies. The first was the use of in-depth interviews, and the second was an analysis of relevant organisational documents. A total of sixteen Pacific public servants participated in my study, eight from each case organisation. The findings indicated that the Pacific participants understood leadership as a social process of collective influence within a context. Participants perceived participating, networking and relationship building, learning about leadership from cultural contexts, and practising the Pacific value of va as important leadership processes for their performance in the organisations in which they were working. This study also found that the organisations' key roles and leadership values, which are embedded in Pacific cultures, shaped participants' experiences of the leadership processes. The findings also highlight some factors that contribute to and constrain the Pacific public servants' leadership processes. This emphasises the need for diverse policies to encompass leadership development. This study also highlights the need for leadership support for Pacific public servants at all levels in their New Zealand organisations. Practical and future research recommendations gained from the findings are discussed. The study contributes to the field of leadership research on Pacific public servants in New Zealand, and provides a different perspective on leadership processes in general leadership theory.

Covid-19 outbreak reflects inequities in health and socioeconomic disadvantage in Aotearoa/New Zealand and the Pacific Islands

Pacific Health Dialog ◽

10.26635/phd.2021.124 ◽

2021 ◽

Vol 21 (8) ◽

pp. 475-476

Author(s):

Colin Tukuitonga ◽

Alec Ekeroma

Keyword(s):

New Zealand ◽

Socioeconomic Factors ◽

Pacific Islands ◽

Hospital Admissions ◽

Socioeconomic Disadvantage ◽

Pacific People ◽

Aotearoa New Zealand ◽

The Pacific ◽

Timely Reminder

The Covid-19 outbreak in Aotearoa/New Zealand is a timely reminder of the chronic inequities in health and the importance of socioeconomic factors in the origins of the disease. The pandemic has affected mainly indigenous Maori and Pacific people. There were 5,371 confirmed and probable cases of Covid-19 as at 13 November 2021, of which 2,104 (39%) were in Maori and 1,646 (31%) were in Pacific people. Furthermore, 228 (70%) of all hospital admissions were Maori and Pacific people

Mentoring for Leadership in Pacific Education

10.26686/wgtn.16968172.v1 ◽

2021 ◽

Author(s):

◽

Cherie Maria Chu

Keyword(s):

Leadership Development ◽

Case Studies ◽

Personal Growth ◽

Tertiary Education ◽

Mentoring Relationships ◽

Research Approach ◽

Enabling Factors ◽

Pacific People ◽

Aotearoa New Zealand ◽

Leadership development for Pacific people is an area of attention in tertiary education in Aotearoa/New Zealand. By strengthening leadership development in tertiary education institutions, Pacific peoples' educational success can be enhanced. As a strategy, mentoring is deemed to be a way of successfully facilitating Pacific students' leadership development. Hence, this study explored mentoring for leadership of Pacific students at Victoria University of Wellington. Such a purpose ensured that mentoring experiences are explained adequately. Employing an Appreciative Inquiry (AI) research approach, the study involved four case studies - Manaaki Pihipihinga, the Hawaii group, the Pacific Students' Education Leadership Cluster and One-to-One Mentoring Relationships - of mentoring. The case studies formed the basis for rigorous reflections of the researchers' own and the mentoring stories of proteges. Using the AI's four phases of Discovery, Dream, Design and Destiny, enabling factors and key principles about mentoring were drawn out from the cases. The study offers and Appreciative Mentoring (AM) Framework, based on an adaptation of the 4- Ds of AI. The AM Framework comprises of Recognise, Realise, Guide and Grow phases of mentoring, focusing on the development and growth of the relationship between mentor and proteges. The study offers clarified definitions and explanations of mentoring. As well, the study advocated for the use of AM to establish personal growth and leadership maturity in Pacific students.

The Leadership Processes of Pacific Public Servants in Aotearoa, New Zealand

10.26686/wgtn.16959142.v1 ◽

2021 ◽

Author(s):

◽

Mele Katea Paea

Keyword(s):

New Zealand ◽

Leadership Development ◽

Case Studies ◽

Public Service ◽

Research Question ◽

Social Process ◽

Relationship Building ◽

Future Research ◽

Public Servants ◽

This dissertation presents research focused on leadership processes among Pacific public servants at multiple levels in the New Zealand Public Service. The current study was guided by this research question: What are the leadership processes currently employed by Pacific public servants in the New Zealand Public Service? This study also explored participants' views on the effect of Pacific cultural backgrounds and organisational contexts on their current experience of leadership processes. The exploration of the topic was developed within a post-positivist research paradigm, using phenomenological methodology to examine the leadership processes of Pacific public servants. It employs qualitative case studies of two New Zealand Public Service organisations in the Wellington region. I employed two data collection tools in these case studies. The first was the use of in-depth interviews, and the second was an analysis of relevant organisational documents. A total of sixteen Pacific public servants participated in my study, eight from each case organisation. The findings indicated that the Pacific participants understood leadership as a social process of collective influence within a context. Participants perceived participating, networking and relationship building, learning about leadership from cultural contexts, and practising the Pacific value of va as important leadership processes for their performance in the organisations in which they were working. This study also found that the organisations' key roles and leadership values, which are embedded in Pacific cultures, shaped participants' experiences of the leadership processes. The findings also highlight some factors that contribute to and constrain the Pacific public servants' leadership processes. This emphasises the need for diverse policies to encompass leadership development. This study also highlights the need for leadership support for Pacific public servants at all levels in their New Zealand organisations. Practical and future research recommendations gained from the findings are discussed. The study contributes to the field of leadership research on Pacific public servants in New Zealand, and provides a different perspective on leadership processes in general leadership theory.

The ideal and the counter-ideal follower – advancing implicit followership theories

Leadership & Organization Development Journal ◽

10.1108/lodj-04-2015-0085 ◽

2016 ◽

Vol 37 (8) ◽

pp. 1205-1222 ◽

Cited By ~ 10

Author(s):

Nina M. Junker ◽

Sebastian Stegmann ◽

Stephan Braun ◽

Rolf Van Dick

Keyword(s):

Leadership Development ◽

Design Methodology ◽

Future Research ◽

Development Programs ◽

Content Type ◽

Implicit Followership Theories ◽

Practical Implications ◽

The Ideal

Purpose Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers. Design/methodology/approach The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings. Findings Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research. Practical implications The scale can be used for leadership development programs. Originality/value The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.

Mentoring for Leadership in Pacific Education

10.26686/wgtn.16968172 ◽

2021 ◽

Author(s):

◽

Cherie Maria Chu

Keyword(s):

Leadership Development ◽

Case Studies ◽

Personal Growth ◽

Tertiary Education ◽

Mentoring Relationships ◽

Research Approach ◽

Enabling Factors ◽

Pacific People ◽

Aotearoa New Zealand ◽

Leadership development for Pacific people is an area of attention in tertiary education in Aotearoa/New Zealand. By strengthening leadership development in tertiary education institutions, Pacific peoples' educational success can be enhanced. As a strategy, mentoring is deemed to be a way of successfully facilitating Pacific students' leadership development. Hence, this study explored mentoring for leadership of Pacific students at Victoria University of Wellington. Such a purpose ensured that mentoring experiences are explained adequately. Employing an Appreciative Inquiry (AI) research approach, the study involved four case studies - Manaaki Pihipihinga, the Hawaii group, the Pacific Students' Education Leadership Cluster and One-to-One Mentoring Relationships - of mentoring. The case studies formed the basis for rigorous reflections of the researchers' own and the mentoring stories of proteges. Using the AI's four phases of Discovery, Dream, Design and Destiny, enabling factors and key principles about mentoring were drawn out from the cases. The study offers and Appreciative Mentoring (AM) Framework, based on an adaptation of the 4- Ds of AI. The AM Framework comprises of Recognise, Realise, Guide and Grow phases of mentoring, focusing on the development and growth of the relationship between mentor and proteges. The study offers clarified definitions and explanations of mentoring. As well, the study advocated for the use of AM to establish personal growth and leadership maturity in Pacific students.

Leadership development techniques

European Journal of Training and Development ◽

10.1108/ejtd-03-2018-0022 ◽

2018 ◽

Vol 42 (9) ◽

pp. 538-557 ◽

Cited By ~ 2

Author(s):

John R. Turner ◽

Rose Baker ◽

Jae Schroeder ◽

Karen R. Johnson ◽

Chih-hung Chung

Keyword(s):

Leadership Development ◽

Literature Review ◽

Human Resource Development ◽

Instructional Materials ◽

Future Research ◽

Development Programs ◽

Content Type ◽

Related Development ◽

And Performance

Purpose The purpose of this paper is to identify the different leadership development techniques used to develop leaders from the human resource development (HRD) and performance improvement (PI) literature, and to categorize the development techniques using Garavan et al.’s (2015) multifaceted typology of development where development has recently emerged in the literature as a “central and important process” (p. 360). Design/methodology/approach This literature review followed the guidelines for an integrative literature review presented by Torraco (2005) and Imel (2011). This literature review was a freestanding literature review designed to provide directions for future research and development within the HRD discipline. Findings This literature review categorized over 500 leadership development techniques and mapped them with previously identified leadership capacities into Garavan et al.’s (2015) development typology. Once mapped, the authors were able to identify the most common leadership capacities and related development techniques for each development domain in the typology. Practical implications This research provides a tool for identifying required leadership capacities and development techniques that could be used by scholars and scholar-practitioners to conduct further research, as an aid in designing future leadership development programs and as instructional materials in the classroom. Social implications Leadership is becoming a shared construct in today’s literature. Leadership as a shared construct has multiple shareholders, both internal and external of the agent. To better meet the needs of these shareholders, this research provides tools for the scholar and scholar-practitioner for leadership development that can be catered to one’s needs – as opposed to a one-size fits all strategy. Originality/value This paper highlights the HRD and PI literature, and provides a pragmatic tool for leadership development. This tool can be used by scholars for future research and for testing, as well as by scholar-practitioners for designing future leadership development programs.