Abstract
The various forms of damage, to include genocide that historic colonialism has instituted upon Native American people, are no longer a secret. Native Americans have suffered through many negative socio-psychological effects through this process. Despite their historical maltreatment, Native Americans have proven resilient. The authors hypothesized that specific traits have been prominent in the histories of Native American leaders although they mostly came from distinct tribal systems. What does this type of leadership look like? To engage the hypothesis, we used Boolean operator search functions which helped refine keywords in searches. We then used computer-aided random selection for data with which to analyze leadership behavior of four Indigenous leaders. These leaders (n = 50) were drawn from a historic pool of people, from four separate databases. Through surveying the literature, it became necessary to conduct extensive case studies of select leaders. We detailed various leadership traits exhibited by a randomly selected Native American population (5-percent) and were able to synthesize and classify the results in a word cloud as either innate or cognate characteristics. While these leaders were separated by time, tribe, and vast geographical distance—in an area that became the United States—their traits, when integrated, revealed a thematic framework of Native American leadership—a typology that could inform and guide leaders (and managers) in various contemporary praxes.
Highlights
According to some contemporary experts, leadership is viewed as implicating completion of tasks and work, with and through people, and it implicates respect, assurance, compliance, and cooperation (Greer & Plunkett, 2007; Kjellström et al, 2020)
The various forms of damage, to include genocide that historic colonialism has instituted upon Native American people, are no longer a secret
Native Americans have suffered through many negative socio-psychological effects through this process
Summary
According to some contemporary experts, leadership is viewed as implicating completion of tasks and work, with and through people, and it implicates respect, assurance, compliance, and cooperation (Greer & Plunkett, 2007; Kjellström et al, 2020). Other experts have even espoused that scientific evidence did not exist to argue any “described differences between leadership and management; what remains is an abstraction of two concepts with no consensus and little application” (Azad et al, 2017). Both perspectives—despite philosophical distinctions—insist upon great leaders and managers having a broad cache of skills and traits that depict somewhat overlapping forms. Leadership style is stated to emerge in situational contexts, such as suggested in The Goleman Six leadership styles These are: commanding, visionary, democratic, coaching, affiliative, and pace-setting (Goleman, Boyatzis, & McKee, 2002). These six traits, as commonly defined, were stated without scientific bases to be superior to Lewin’s style (Goleman, Boyatzis, & McKee, 2002)
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