Indigenous leadership is a key element of the Canadian leadership landscape, and is virtually ignored in Wren’s discussion of modern views on leadership. In Part IV of The Leader’s Companion: Insights on Leadership Through the Ages, Wren guides the reader through a summary of modern leadership theory that mainly includes Euro-centric, Western ideologies. Save for a small section on cross-cultural theory (which summarizes a lack of research on the subject) Wren does not tend to address the globalization of academic theory. By that, I mean the general academic movement towards global theories that acknowledge and draw on many cultures across the world. Since the book’s publication in 1995, there have been some major strides in the formation of Indigenous leadership theory in Canada. Inclusion of these leadership theories is essential because, as stated by Satsan (Herb George), president of the National Centre for First Nations Governance,
Leadership plays a critical role in shaping our response to change and as such we need to discuss, understand, and support leadership. By doing this, we move one step closer to our shared goal of creating a new memory in the minds of our children.” (National Centre for First Nations Governance (NCFNG) and Public Education and Communications Directorate (PECD), 2007, p. 1)
This paper will briefly describe the movement to establish Indigenous leadership in Canada, and will contrast it with the modern leadership theories that Wren outlines. This examination will reveal that, while being most closely aligned with transforming leadership, Indigenous leadership should be considered as a unique approach to leadership in Canada.
A close analysis of the final activity report of the Forum on I...
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...g that are common throughout all discussions of Indigenous leadership. Cultural grounding was identified as being paramount to all other considerations in Indigenous leadership. This form of leadership, therefore, cannot be fit neatly into a theory that already exists. Simply put, “We need our own leadership theory and programs” (Mike Mearns, (NCFNG and PECD, 2007, p. 11). It is my conclusion that transforming leadership can provide a useful forum with which to address the concerns of Indigenous leadership, until such time as a fully responsive theory can be developed. Discussions of modern leadership theory in Canada cannot be considered inclusive until a distinct Indigenous theory is developed and recognized as a key aspect of the literature.
Works Cited
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How transforming leadership theory relates to Canadian Indigenous leadership
Leadership is portrayed at its pinnacle in William Bratton’s Turnaround, Rudolph Giuliani’s book Leadership, Oren Harari’s book The Leadership Secrets of Colin Powell, and David Lipsky’s book Absolutely American: Four Years at West Point. In each of these works, the author does an exceptional job of depicting the various traits and characteristics necessary for being a powerful and effective leader.
Throughout the history of Canada the indigenous population of the country have been voiceless. They have been both suppressed and oppressed by the Federal and various Provincial governments within Canada. Many organizations tried to provide a voice for the native population but failed in their attempt. These organizations eventually merged together to become what is now known as The Assembly of First Nations. The Assembly of First Nations gives voice to the issues and problems facing the different components of the aboriginal community in Canada.
It is the belief of first nations that the healing process and renewal of relationships are the essential ingredients for the building of healthy First Nations communities. First nations realize that the current justice process does not address the real issues at hand nor does it fit into their traditional forms of achieving justice. In fact, the current justice process systematically removes the offenders from their people and communities effectively severing all ties and ...
Canada is a fair and Open society in which any talented person can succeed, Canada’s cultural Values seem to be open towards women and other traditionally under represented group entering politics but this still dwells on the traditional role of what constitute a good leadership style (Bashevkin S, Pg.22). In an open system like Canada, inequalities are common and measured in three dist...
Fleras, Augie. “Aboriginal Peoples in Canada: Repairing the Relationship.” Chapter 7 of Unequal Relations: An Introduction to Race, Ethnic and Aboriginal Dynamics in Canada. 6th ed. Toronto: Pearson, 2010. 162-210. Print.
Canada likes to paint an image of peace, justice and equality for all, when, in reality, the treatment of Aboriginal peoples in our country has been anything but. Laden with incomprehensible assimilation and destruction, the history of Canada is a shameful story of dismantlement of Indian rights, of blatant lies and mistrust, and of complete lack of interest in the well-being of First Nations peoples. Though some breakthroughs were made over the years, the overall arching story fits into Cardinal’s description exactly. “Clearly something must be done,” states Murray Sinclair (p. 184, 1994). And that ‘something’ he refers to is drastic change. It is evident, therefore, that Harold Cardinal’s statement is an accurate summarization of the Indigenous/non-Indigenous relationship in
For First Nations youngsters, relevant education should include education about their heritage. Where Aboriginal children are in school with other Canadians, this part of the curriculum needs to be shared generally, as self-esteem grows when an appreciation of one’s background is shared by others.
The first interpretation of sovereignty that is examined by Flanagan views sovereignty in an international sense. Sovereignty for these leaders means gaining more international power and acceptance. Flanagan argues that major international bodies such as the United Nations will be accepting such an attempt at sovereignty (71). As the second largest country in the world the geographical constraints on uniting Aboriginal people living across the country plays a significant factor. Flanagan also points to the diversity within this group; there are over six hundred bands across the ten provinces in Canada in more than 2,200 reserves. Compounding the geographical constraints facing their unity, Aboriginal bands in Canada often differ from each other significantly in their culture including language religion/customs (Flanagan 71). Many Aboriginal people now choose to live off reserve which further complicates their unity (Flanagan 73). Flanagan highlights that as many small bodies they would not be able to survive in the competition of the international community. Current international governance is extremely complex and Flanagan argues it is unlikely for poor isolated people to succeed (73). One united aboriginal voice is also highly unlikely according to Flanagan; having been freed of one power most bands would not choose to become conne...
Similar to other marginalized groups affected by colonialism due to the government in power, the Indigenous peoples of Canada have struggled as a nation due to the unequal treatment they have encountered in the past. The governing bodies that control these Indigenous communities have continued to have colonialistic tendencies that attempt to put the ‘white man’s’ needs before the Indigenous peoples.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Leadership can be defined as the method in which one influences a group of individuals for a common goal. There have many great leaders in the world but these leaders are not born leaders. One must have willpower and the desire to become an effective leader. These leaders become dependent upon based upon their abilities and their success. A leader is looked upon for guidance and the inspiration to know what the right thing to do is. The theoretical foundations of the research of leadership are firmly supported. To better understand the foundations and understand the focus of leadership, it is essential to have knowledge of the history of leadership, the meaning and concept of leadership, types of leaders and leadership styles, and issues in leadership such as issues with culture and gender. According to Antonakis (2004), “leadership researchers have struggled for most of the last century to put together an integrated, theoretically cohesive view of the nature of leadership, invariably leading to disappointment in those who studied it” (p.4). An overview of the history of leadership is necessary to understand the concept of leadership because it also provides a framework for other areas of leadership. In any conventional group, individuals fill different role and one of those roles must the leader which is essential for the group to achieve it purposes.
In “Indigenous Women, Climate Change Impacts, and Collective Action,” Kyle Whyte targets the idea that the indigenous women’s roles in their communities provide them with responsibilities and motivate them to pursue leadership positions. This concept is important in a way that it frames their actual and potential experiences of climate change impacts. Whyte explains that climate-induced variations are caused by “political orders rooted in colonialism, industrialization, imperialism, and globalization to which many indigenous people are subject.” (p. 604) Because society holds indigenous women in a certain position which labels their cultural understandings as responsibilities to the earth’s living, nonliving, and spiritual beings and, more
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Komives, S., Lucas, N., & McMahon, T. (2007). Exploring Leadership (2nd ed.). Sans Francisco: Jossey-Bass.
Bennis, W. & Nanus, B. (1985). Leaders: The Strategies for taking charge. New York: Harper Row.