W11, 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 ($1999$), a globally influential text for indigenous research control.
    • The book has been cited almost $300,000$ 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:

1. Conflict Management: Ability to manage, mediate, and settle disputes to uphold group unity.
2. Provision of Needs: Ensuring every group member has basic needs met and opportunities for growth.
3. Bravery: Courage to uphold the rights of the hapu and iwi.
4. Economic Advancement: Leading the community toward an improved economic base and enhanced mana (prestige).
5. Visionary Education: Possessing a wider vision and general education beyond everyday matters.
6. Manaakitanga: High value placed on hospitality, kindness, and caring for others.
7. Project Management: Successfully leading and completing large-scale projects.
8. 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 $22$ 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 $2019$ occupation of Ihumatao in Mangere, Auckland.
• Context and History:
  • $1863$: Land taken by proclamation during the invasion of Waikato under the New Zealand Settlements Act (a major Treaty breach).
  • $1867$: Land acquired by Crown Grant.
  • $1869$: Sold to the Wallace family, who held it for over a century.
  • $2014$: Designated as a Special Housing Area (SHA).
  • $2016$: 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 $2020$, the government agreed to purchase the land for just under $30,000,000$ using funds from a housing budget, preventing the private development.

Case Study: Hana-Rawhiti Maipi-Clarke

• Background: Elected at age $21$ to represent the Hauraki Waikato electorate for Te Pati Maori, becoming the youngest MP in over $170$ 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 ($2024$).
• 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.