Research Reports

Permanent URI for this collection

https://mro.massey.ac.nz/handle/10179/924

Browse

Browsing Research Reports by Subject "350707 Leadership"

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Investigating a narrative based approach to leader development : life stories, middle managers and the leader-follower paradox : a thesis presented in partial fulfilment of the requirements for the postgraduate degree of Master of Advanced Leadership Practice at Massey University, Albany, New Zealand
    (Massey University, 2017) Knowsley, Mathew David
    There is a small amount of emergent leadership literature recommending people incorporate a narrative based approach into their leader development. This approach involves the identification and reflection on experiences and events from ones’ life so a story can be told about who they are as a leader (life stories). To date, life stories research has yet to account for the fact leaders must also follow. Middle managers embody this paradox. This study was an investigation into the potential for life stories to contribute to middle managers’ leader development. This study also looked at how life stories might contribute to middle managers understanding of themselves as followers and how they might use life stories in negotiating the leader-follower paradox. The overall aim was to make a further contribution to understanding the potential for life stories in leader development. A case study of five Auckland New Zealand based middle managers was conducted. Life history interviews were thematically analysed using life stories as a sensitizing concept. Participants demonstrated little to no previous knowledge, skill or experience in life stories as a development process. They told stories as leaders that generally implied existing life stories self-development themes but they did not explicitly identify them. They told stories as followers that were somewhat at odds with general opinions they held on following. There was little correlation with existing life stories self-development themes. Overall, Participants’ life stories base intrapersonal leader and follower self-narratives had potential to be coherent, but were instinctive and under-developed. Participants’ ability to draw on life stories to identify, discuss and negotiate the leader-follower paradox matched their existing integration of life stories and intrapersonal leader-follower identities. Overall, participants had potential to produce a coherent and integrated leader-follower narrative, but this potential was under-developed. More research is required. A narrative based framework for further leader-follower life stories development processes is offered as a starting point.
  • Thumbnail Image
    Item
    Traditional Māori leadership and its relevance for 2020 vision : a thesis submitted in partial fulfilment of the requirements for the degree of Master of Advanced Leadership Practice at Massey University, Albany, New Zealand
    (Massey University, 2020) Taylor, Gavin Geoffrey
    This research examines the relevance of traditional Māori leadership concepts and practices through investigating the commonalities and differences that exist with contemporary Māori leadership. Currently, there is some debate regarding the value of traditional Māori leadership principles during contemporary times, and this study contributes to those discussions. In this study, I look at traditional Māori leadership through the eyes of one of the most prominent Māori leaders from a past era—Te Rauparaha as a case study, and I use semi-structured in- depth interviews with four contemporary Māori leaders to garner leadership traits. Taking an inductive approach that utilises interpretivist and kaupapa Māori methodology paradigms, I investigate the tensions that Māori leadership faces entering a new decade, 180 years on from the signing of the Treaty of Waitangi. My research shows that the core principles of Māori leadership remain entirely relevant in a contemporary context. The findings highlight the vital role a leader has within Māori society, whether it is with family, extended family or within the broader kindred community at a tribal level, as well as in non-Māori contexts. Māori leaders past and present, view people as their highest priority. They are not a commodity or currency but those for whom a leader must provide, protect, and care for through their leadership skills and abilities. There is a range of issues facing Māori leadership today, which makes traditional Māori values appear less prevalent; however, beliefs such as unity, hospitality, reciprocity, legacy and gender roles still have relevance and hold meaning for Māori. The signing of the Treaty of Waitangi has not future-proofed Māori from leadership uncertainty, nor non-Māori hegemonic control, but it is evident that when Māori remain steadfast to their ethnicity and te ao Māori (the Māori world), they can ensure that Māori leadership for their people and people in general, has a place in the future.