Maori Leadership in Governance - Unitec

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4.0 Situational analysis in New Zealand The first section of this report has been grounded (and rightly so) in the traditional principles of Maori leadership. This provided the backdrop or framework for our discussion on leadership and governance internal best practice and provides us with the ability to better understand the types of models and practices that may well be suited to contemporary Maori leadership and governance. This section of the report examines the current generic practices in New Zealand from within the Public sector, private sector and academia. 4.1 Contemporary training in leadership in governance 4.1.1 Public and private sector 4.1.1.1 Introduction In undertaking a review of contemporary leadership and governance training within the public and private sector, the project team focus has been on organisations that were large enough to offer such support to their staff. For the interests of economy and ease of access to the report writers, public sector and private sector companies in Wellington were the focus of our review. This is particularly appropriate for public sector organisations, given the central location of all of the public sector head offices. For the private sector, AXA and Telecom were chosen as representative organisations. The following is a distillation of the results of interviews with training providers in the organisations as a snapshot of the current provision of “Leadership and Governance” training and the consciousness and understanding we detected. 4.1.1.2 Key issues (i) Leadership as a focus Leadership was generally recognised as a real need for the organisation. However, in some organisations leadership was undifferentiated from management training. In the organisations sampled, programmes have been developed to foster leadership in staff and there were a number of well documented, and well-designed initiatives. However, leadership training initiatives tended to run up against some different issues with respect to other training initiatives that were developed and delivered by the HR departments within the organisations, including the size of the cohort, as discussed below. __________________________________________________________________ Hui Taumata Leadership in Governance Scoping Paper 24
(ii) Small cohorts Almost by definition leaders are a much smaller cohort than followers. Therefore, the nature of leadership training (and support) is more of an individual tailored programme, including access to experiential opportunities. This has been recognised by the public service who have collaborated together to form the Leadership Development Centre (“LDC”), which collects the individuals from all departments and brings together the opportunities on a central basis. This allows the specialist and unique skill base and programme development to be shared across a wider cohort. The LDC was held in high regard by the contributing departments and was very helpful in distilling and describing the core issues for leadership development (at least in the public sector sense). (iii) Leadership as a dwindling resource This is a concern for Maori and one recognised by the Hui Taumata in its identification of a growing need for “leadership” within Maoridom. Further, the Treasury paper to the Hui Taumata highlighted the need for leadership and Governance for New Zealand productive business and for Maori within that framework. The LDC and Treasury highlighted that there are two forces operating in New Zealand that reduce the opportunity for managers or leaders to expand their knowledge and experience base: - a) A narrowing of opportunity in the public services; and b) A reduction in the number of private sector businesses with a head office in New Zealand Public Sector opportunities for Maori There are two drivers facing Maori in the Public Sector: - a) Flattening of management structures Within the Public Service the flattening of management structures has reduced the number and range of management opportunities and the adversity to risk of managers has limited the opportunities for managers to expand their experience. This largely derived from the “flattening of corporate structures in the 80s and 90s resulting in a more technically task orientated public service. The concurrent separation of policy from operations has further impacted in that career pathways have been significantly narrowed. __________________________________________________________________ Hui Taumata Leadership in Governance Scoping Paper 25
Page 1 and 2: Scoping Paper: Maori Leadership in
Page 3 and 4: 1.0 Background and setting the scen
Page 5 and 6: You were my heart, my solitary rata
Page 7 and 8: d) able to handle difficult situati
Page 9 and 10: His third and fourth talents relate
Page 11 and 12: health of a leader fails. During th
Page 13 and 14: 3.2 Leadership and strategic leader
Page 15 and 16: 3.2.3 Traditional principles in con
Page 17 and 18: way, the leadership practices of th
Page 19 and 20: Key formal leadership development i
Page 21 and 22: structure that encourages open and
Page 23: 3.5 Strategies to integrate leaders
Page 27 and 28: Much of the discussion with the pre
Page 29 and 30: Programmes offering Maori leadershi
Page 31 and 32: studies and mentoring. Taking part
Page 33 and 34: This review thoroughly examines all
Page 35 and 36: 2) The Hui Taumata Taskforce should
Page 37: Grint, K. (2005). Leadership; Limit

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