MAOR212 W11
L1
Final Test Logistics and Revision Details
Course Grade Weighting: The final test is worth of the total course grade.
Timing and Availability:
The test opens on Monday, May 25 at 5:00 PM.
It will remain open for one full week, closing the following Monday, which is King's Birthday.
The test is not timed; students have the entire week to complete it.
Format and Requirements:
There are five questions provided; students must answer exactly three of them.
For MAOR 212 and HIST 262 students: Each answer should be between and words and include a minimum of three references.
For HIST 379 students: Each answer should be between and words and include a minimum of five references.
Test Themes and Revision Hints:
Question 1: Social Development. Covers education, criminal justice, and health. Students should focus on the specific type of social development they find most interesting.
Question 2: Cultural Development. Based on Week 9 lectures and readings. Focuses on why cultural development is important.
Question 3: Environmental Development. Based on Week 10. Focuses on major challenges and responses within environmental development.
Question 4: Leadership. Based on Week 11. Focuses on how leaders respond to the specific needs of their times.
Question 5: Applied Examples. Focuses on specific examples of Māori development that inspired the student during the course.
Pre-Contact Māori Leadership Structure and Values
Definition of "Pre-Contact": Refers to Māori society prior to the arrival of Europeans in Aotearoa New Zealand.
Foundations of Leadership: Leadership was largely based on Whakapapa (genealogy), though it was not exclusively hereditary. Rules were not entirely rigid; capability and personal qualities also played a role.
Māori Social Groupings: Pre-contact society was primarily organized into Hapū (sub-tribes). The concept of Iwi (tribes) as a primary organizational structure is considered more of a post-contact development.
Key Leadership Roles:
Ariki: The paramount chief who spoke for or led clusters of Hapū or Iwi.
Rangatira: The leader of a specific Hapū (sub-tribe).
Tohunga: Experts in specific fields, including spiritual matters, Whakapapa (genealogy), or specific arts and practices.
Kaumātua: Elders who served as holders of knowledge and wisdom.
Characteristics of Pre-Contact Leadership:
Collective Decision-Making: While a Rangatira led, decisions were ultimately made by the collective.
Mandate of the People: A leader's authority depended on the continued support and recognition of the community.
Capability Over Birthright: Even if a role was inherited through Whakapapa, the leader had to demonstrate practical capability.
Gender Inclusion: Rank and authority followed both male and female lines; leadership was not exclusively male.
Relational and Layered: Influence was overlapping among Ariki, Rangatira, and Tohunga.
Fluidity of Mana: A leader's Mana (prestige/power) could grow through success and generosity or be diminished through poor leadership.
Example: Hine Amaru:
Lived approximately years ago and is an ancestor of Ngāti Kahu and Ngāti Hine.
She became a Rangatira upon her mother's death because she was the eldest child and possessed the required leadership qualities.
Led a major journey from the Hokianga to the Bay of Islands, discovering the Waiomio Valley (the "Cradle of Ngāti Hine").
Known for exploration, agricultural skills, and a nurturing, future-focused approach to her people's well-being.
Nineteenth Century (1800s) Māori Leadership
Political Context: The signing of the Treaty of Waitangi in 1840 marked the shift into the post-contact era.
Evolving Roles: Traditional roles (Ariki, Rangatira, Tohunga, Kaumātua) remained but shifted toward achievement-based leadership. Leaders were often highly charismatic.
Prophetic Movements: This era saw the rise of charismatic Māori prophets who were often pan-tribal (spanning several Iwi). Key figures included:
Te Kooti Arikirangi
Te Ua Haumēne
Te Whiti o Rongomai
Tohu Kākahi
The Eight Qualities of Leadership (Pūmanawa): Outlined by Wiromu Maihi Te Rangi Kāheke (Ngāti Rangiwewehi/Te Arawa) in his work Te Tikanga o Te Rangatiratanga o Te Māori (1840):
He Toa: Bravery.
Kōrero Taua: War speeches.
Mahi Kai: Food procurement.
Tangohanga: Feasts of celebration.
Pupuri Pāhi: Restraining the departure of visiting parties.
Kōrero Rūnanga: Council speeches.
Kōrero Manuhiri: Welcoming guests.
Atawhai Pāhi / Etirahi: Looking after visitors, regardless of group size.
Twentieth Century (1900s) Māori Leadership and Politics
Contextual Backdrop: Following the Land Wars of the and , Māori were navigating a new economy and loss of land. The twentieth century was defined by the rise of the educated, transformational national leader.
The Young Māori Party (Formed 1909):
Emerged from the Te Aute College Students Association.
Shifted the focus from the Treaty of Waitangi and political autonomy to pursuing Māori aims through mainstream politics.
Influenced by the concept of "Brown Britons"—promoting assimilation as a means of survival.
Key Political Figures:
Tā Apirana Ngata (Ngāti Porou): Attended Te Aute College and University of Canterbury (UC); first Māori to graduate from UC with degrees in Political Science and Law. He believed in collaboration with the Crown and introduced numerous land reforms.
Māui Pōmare (Ngāti Mutunga / Ngāti Toa / Te Āti Awa)
Peter Buck (Ngāti Mutunga)
James Carroll (Ngāti Kahungunu)
Ideological Perspective of the Young Māori Party:
They believed overt resistance to the state was counterproductive.
They argued that by integrating and utilizing Western science, medicine, and technology, Māori could ensure their own well-being and avoid "racial extinction."
Apirana Ngata's Stance on War: He encouraged Māori to fight in World War I and World War II, believing that sacrifice on the front lines would earn Māori the same rights and privileges as Pākehā. He later admitted this expectation was not met.
Contemporary Māori Leadership Qualities:
Education was highly prized.
Charisma and oratory skills in both English and Te Reo Māori were required.
Leaders were held accountable to their Kaumātua and Iwi, despite being individual figures on a national scale.
Alternative Leadership: Te Puea Hērangi and the Kingitanga
Te Puea Hērangi (1883–1952):
A niece of the third Māori King, Mahuta, and granddaughter of King Tāwhiao.
Became the face of the Kingitanga (Māori King Movement) and was known for reviving the movement after significant land loss (Raupatu).
Opposition to Conscription:
During World War I, she famously opposed the conscription of Waikato Māori men.
In response, the Crown enacted Waikato-only conscription legislation. Many Waikato men were arrested and imprisoned for refusing to join the army.
Reasons for Opposition:
Population Decline: Māori were suffering from poor health and lack of government healthcare; she could not risk losing the youngest, strongest men.
Injustice of Previous Wars: Waikato had lost over a million acres of land in the war against the Crown; Te Puea saw no reason to fight for a government that had taken their land.
Philosophical Tradition: King Tāwhiao was known for his peaceful approach.
Achievements:
Established Māori clinics and isolation huts during epidemics.
Led the development and fundraising for Tūrangawaewae Marae in Ngāruawāhia (Kingitanga headquarters).
Built a strategic relationship with the Crown while maintaining the ability to oppose them when necessary.
Late Twentieth Century Leadership: Dame Whina Cooper
Dame Whina Cooper:
Established the Māori Women's Welfare League in .
Known for her business acumen and encouragement of Māori land development.
The 1975 Land Hīkoi:
Led by Te Rōpū o Te Matakite, she organized a march from Te Hapua in the Far North to Parliament in Wellington.
The goal was to protest against Māori land alienation and Treaty breaches.
Dame Whina Cooper led the march while holding the hand of her granddaughter, Irene.
Presentation of a Memorial of Rights, signed by people, to Prime Minister Bill Rowling.
Philosophy of Leadership:
She sought support from non-Māori workers, noting that the "people who are oppressing the workers are the same who are exploiting the Māori."
She encouraged young female leaders (Wahine) to "give it your best shot" and emphasized that women are the "Prime Ministers of their houses."
Her leadership was defined by three attributes: Oronui (wisdom), Tuauri (understanding), and Tuatea (perseverance).
Questions & Discussion
Question: "Why did Te Puea oppose her men fighting in the wars?"
Response: Discussion noted that Waikato Māori were disposable in the eyes of the state and often given the worst conditions in war. Additionally, population decline was a major factor; during this period, the state often refused to provide healthcare to Māori, forcing leaders like Te Puea to handle healthcare themselves. They were also recovering from the loss of a million acres of land from the Waikato wars.
Question: "What leadership qualities were visible in the video about Dame Whina Cooper?"
Response: The class noted her focus on empowering young Wahine leaders and her belief in peaceful yet fearless protest. Her emphasis on the spiritual leadership of women within the family unit was also highlighted as a way to build pride and leadership potential.
Summary of Evolution in Māori Leadership
Foundational Principle: Leadership has always been rooted in collective needs and aspirations rather than individual success.
Shift in Criteria: Over time, the importance of Whakapapa (genealogy) has decreased while personal attributes, education, and capability have gained more weight.
Dual Systems: Political leadership within the state system now exists alongside traditional tribal leadership.
Adaptability: Different qualities (e.g., agricultural skill vs. legal education vs. peaceful protest) are valued at different times depending on the specific challenges faced by Māori.
L2
Administrative Information and Test Details
Final Test Revision:
Information regarding the final test was provided in Monday's lecture slides.
The "final test" tab is currently open on the Learn platform for students to review criteria and requirements.
Grading Updates:
Grades for the "development framework" assignments are expected to be returned in approximately two weeks, as the submission window only closed last Friday.
Upcoming Schedule:
Monday: No class scheduled.
Wednesday: Final lecture for the course, featuring a Kahoot recap session and treats.
Tutorials: Current week's tutorials focus on final test preparation. There will be no tutorials next week.
Evolution of Maori Leadership: Late 20th Century to Present
Historical Context:
Pre-contact leadership was heavily grounded in Whakapapa (genealogy), though it was not the sole factor.
Leadership centered on collective decision-making within the hapu (sub-tribe) or clusters of hapus.
Late 20th Century Activism:
The 1970s saw the rise of significant activist movements and leaders like Ngata Matua and Dame Whina Cooper.
This period sparked the Maori Renaissance, characterized by:
Cultural and Te Reo Maori (language) revitalization.
Recognition of Te Reo Maori as an official language.
Establishment of kohangareo (language nests) and kura kaupapa Maori (Maori-immersion schools).
Tino Rangatiratanga and Treaty Settlements:
Leadership in the late 1900s was defined by the pursuit of Tino Rangatiratanga (self-determination) and the management of Treaty of Waitangi claims.
Treaty claims were massive logistical and financial undertakings requiring strategic leadership for negotiations and settlements.
Key Academic Leaders and Case Studies
Sir Tipene O'Regan and the Ngai Tahu Settlement:
Described by Hirani Moko Mead as a "peerless intellectual" with a capacity for strategic complexity.
Traits: Tireless worker, persistent exponent for obtaining the best deal, and pragmatist.
Key Challenges:
Achieving consensus among the various hapu of Ngai Tahu (noting that contrastingly, groups like Ngapuhi in Te Tai Tokerau have found consensus difficult).
Building and maintaining strong relationships with Crown negotiators.
Balancing the tribe's high aspirations with practical economic and social solutions.
Rise of Maori Academics:
Representation shifted from non-Maori writing about Maori stories to Maori scholars documenting their own experiences.
Sir Mason Durie:
Leader in Maori health; developed the Te Whare Tapa Wha model.
Played a major role in building the Maori health workforce and establishing Whanau Ora.
Professor Linda Tuhiwai Smith:
Author of Decolonizing Methodologies (), a globally influential text for indigenous research control.
The book has been cited almost times.
Contributed to Western scholarly analysis, research methods, and social justice research.
Iwi Runanga Boards:
The late 20th century saw a revival of Iwi Runanga (tribal councils/boards) to manage the organizational structures necessitated by settlement processes.
The 2006 Maori Leadership Checklist
Proposed by Hirani Moko Mead, these qualities define effective modern leadership:
Conflict Management: Ability to manage, mediate, and settle disputes to uphold group unity.
Provision of Needs: Ensuring every group member has basic needs met and opportunities for growth.
Bravery: Courage to uphold the rights of the hapu and iwi.
Economic Advancement: Leading the community toward an improved economic base and enhanced mana (prestige).
Visionary Education: Possessing a wider vision and general education beyond everyday matters.
Manaakitanga: High value placed on hospitality, kindness, and caring for others.
Project Management: Successfully leading and completing large-scale projects.
Cultural Fluency: Deep knowledge of the traditions and culture of the people and the wider community.
21st Century Leadership and Empirical Research
Dispersed Leadership: Contemporary tribes manage affairs as a collective to improve social, economic, and political circumstances for all members.
Expertise-Based Leadership: Leaders often possess specific areas of expertise (e.g., education, law, treaty negotiations, or cultural pursuits) rather than being generalists.
Political Connectivity: Modern leaders (e.g., Waikato Tainui CEO Donna Flavall) maintain connections with government ministers.
2019 Study on Ethical Leadership: A qualitative study of Maori leaders identified five core traits:
Whakaiti (Humility): "To make small." Leaders do not self-nominate or seek credit; they work behind the scenes and enable others.
Kotauroro and Manaakitanga (Altruism): Generosity for long-term benefit; caring for the well-being of others and doing the "right thing."
Whanaungatanga (Relationships): Central to leadership; refers to the depth and span of relationships with current, past, and future generations, as well as the environment.
Tarea, Te Wa, and Kaitiakitanga (Guardianship): Long-term thinking/patience. Focus on environmental preservation and the collective future.
Tikanga Maori (Cultural Authenticity): Using traditional principles as a fundamental guideline for behavior in a modern, interconnected world.
Case Study: Pania Newton and the Ihumatao Occupation
Background: Pania Newton led the SOUL (Save Our Unique Landscape) movement during the occupation of Ihumatao in Mangere, Auckland.
Context and History:
: Land taken by proclamation during the invasion of Waikato under the New Zealand Settlements Act (a major Treaty breach).
: Land acquired by Crown Grant.
: Sold to the Wallace family, who held it for over a century.
: Designated as a Special Housing Area (SHA).
: Land sold to Fletcher Residential; Newton and her cousins began camping on the site to oppose the zoning.
Leadership Style:
Humility: She does not view herself as a leader but as someone "groomed" to be a kaitiaki (guardian).
Social Media Strategy: Mobilized global attention through unprecedented use of live-streaming to maintain a peaceful environment and monitor police interaction.
International Advocacy: Took the case to the United Nations; the UN recognized the lack of consultation and recommended compliance with the Declaration on the Rights of Indigenous Peoples.
Cultural Significance: Maori women have an innate connection to the whenua (land); notably, the word for "placenta" is also "whenua."
Outcome: In December , the government agreed to purchase the land for just under using funds from a housing budget, preventing the private development.
Case Study: Hana-Rawhiti Maipi-Clarke
Background: Elected at age to represent the Hauraki Waikato electorate for Te Pati Maori, becoming the youngest MP in over years.
Political Impact:
Her maiden speech went viral globally.
Known for a high-profile protest in the House where she ripped up a copy of the Treaty Principles Bill ().
Leadership Qualities:
Authenticity: Describes herself as "authentically unapologetic" and refuses to change her identity for the political chamber.
Rangatahi Representation: Dedicated to being a voice for young Maori to ensure they are heard by the government.
Accountability: Stays grounded through her friends and whanau in Huntly, including her grandparents, and values constructive criticism.
Perspective: Views policy personally, questioning how laws might discriminate against her community's way of life.
Reflections on Modern Leadership and Followership
Sawan Katine Research (2010):
Contemporary leadership requires a range of leaders with diverse skills rather than a single all-powerful figure.
"Good followership creates good leadership." A leader requires people willing to follow an achievable and desirable future state.
Modern leadership is characterized by doing the right thing, at the right time, for the right reason, for the benefit of the people.
Closing Themes:
Leadership is evolving; it can start as a small passion project and grow into an international platform.
The concept of "looking your people in the eye": Leaders must be able to return to their home communities of Pakeke (adults) and Kaumatua (elders) with integrity.
Leadership is often a collective effort supported by a wider team, emphasizing that those in the public eye are backed by their whanau and community.
Questions and Discussion
Q: When will we get grades back for the development framework?
A: It will likely be another two weeks. Submissions just closed last Friday, so the marking process is ongoing.
Q: (From a Canadian student) Discussion on the contrast between Maori leadership and North American political leadership (e.g., Trump).
A: The Maori leadership style, specifically regarding humility and working for the collective rather than self-promotion, differs significantly from certain Western political models characterized by large, personality-driven platforms.
Discussion on Rangatahi (Youth) Voices:
Participants noted that for both Newton and Maipi-Clarke, the voice of the youth is central, providing a necessary bridge between traditional structures and modern activism.
Tamitha Paul was also mentioned in the context of the challenges faced by Wahine Maori (Maori women) in the public eye.