Investigating collective memory in the enactment of Māori leadership identities Ko te kōputu pūmahara hei whakatinana i ngā tuakiri hautū

Abstract

This article is based on research investigating collective memory in the enactment of leadership identities. The context is derived from a study of Māori leadership and decision-making. The methodology is qualitative and underpinned by Kaupapa Māori research. Methods include pūrākau – Māori epistemology in the form of storytelling. Data is sourced from digital archives in the form of documentaries capturing a rich array of Māori leadership in ritual, ceremonies and interviews with leaders in multiple settings. The process of wānanga (collaborative interactive learning) was required for translation of material from Te Reo Māori into English. As a central feature of a Māori collective memory paradigm, words act as a key, unlocking insight and deeper levels of understanding inherent in Māori epistemology, mātauranga Māori (Māori knowledge) and ontology. We employ whakapapa, a framework for understanding cultural identity and layering of relationships to inform analysis by offering a new concept to the literature; pūmahara, a generative collective memory code. This highlights continuity in the enactment of Māori leadership identities and values which signal social affiliation, self-affirmation and belonging. In terms of contributions, first, the study confirms that as repositories for social and collective memory, digital archives offer a potent opportunity to investigate collective memory in the enactment of leadership identities. Second, a new way of analysing the data through culturally derived methods including wānanga, pūrākau and whakapapa is offered. Third, a distinctive contribution to leadership identity research via a conceptual model highlighting interactions between cognitive, affective, relational, material and cultural values is detailed. Finally, we conclude by offering further avenues of research aimed to advance leadership identity research. In summary, this article offers a distinctive contribution to leadership identity research drawing on collective memory theory.