Introduction
The Maori people are the indigenous race of New Zealand (King, 2003). The word Maori is derived from `tangata Maori`, which means ordinary people and it was first used by Maori to differentiate themselves from the early European settlers (Ranford, n.d.). The main characteristic of Maori society is communal living, with social groupings based on extended families. The British colonists arrived in New Zealand in the 1800s, and the interaction of the Maoris with the colonists resulted in changes to the Maori culture. The traditional Maori leadership system is still in place but there are a number of non-traditional bodies where leaders are both appointed and elected (Nga Tuara, 1992).
Traditional Maori Leadership
The traditional Maori leadership included key positions such as ariki, rangatira, tohunga and kaumatua (Winiata, 1967). The traditional Maori leadership was largely chieftainship, based on matamua (primogeniture), whakapapa, and seniority (Mahuika, 1992). The family’s first born male in any generation was the ariki (paramount chief) who was the leader of the iwi (Mahuika, 1992). The ariki had authority to direct war expeditions, resolve disputes, administer the tribe, allocate land and manage communal projects (Winiata, 1967). Every hapu (sub-tribe) was headed by a rangatira (chief) and performed similar functions as the ariki but at the hapu level (Winiata, 1967). The literal meaning of rangatira is `to weave people togather` (Kennedy, 2000).
The ariki and rangatira discussed important issues and made decisions on behalf of the iwi (Mead, 1992).
The tohunga (ritual leader) was a person who was an expert in some field of knowledge and expertise and provided religious, literary and technical expertise (Winiata, 1956).
The kaumatua (elder) headed each whanau. Their leadership was based on age, experience and wisdom (Winiata, 1967).
References: Buick, T. L. (1934). Waitangi: Ninety‐four years after. New Plymouth: Thomas Avery. Firth, R. (1959). Economics of the New Zealand Māori (2nd ed.). Wellington: Government Print. Harmsworth, G., Barclay-Kerr, K., & Reedy, T. (2002). Maori Sustainable Development in the 21st Century: The Importance of Maori Values, Strategic Planning and Information Systems. He Puna Korero: Journal Of Maori And Pacific Development, 3(2), 40. Kennedy, J. C. (2000). Leadership and culture in New Zealand. Lincoln: Commerce Division, Lincoln University. King, M. (2003). The Penguin history of New Zealand. Auckland: Penguin. Rito, P. T. (2006). Leadership in Māori, European cultures and in the world of sport. Mai Review, 1-19. Retrieved from http://web.its.auckland.ac.nz/ojs.review.mai.ac.nz/index.php/MR/article/viewArticle/17. Love, M. (1991b). Ropu kaiwhakahaere. Masterʹs thesis, Massey University, Palmerston North, New Zealand. Love, M. (1992, December). Maori management: Back to the future. Paper presented at the ANZAM Conference, Sydney. Mahuika, A. (1992). Leadership: Inherited and achieved. In M. King (Ed.), Te Ao Hurihuri: Aspects of Maoritanga (pp. 42–63). Auckland: Longman Paul. Mead, H. M. (1992). The mandate of leadership and the decision‐making process. Wellington: Te Puni Kokiri. Metge, J. (1964). A new Maori migration: Rural and urban relations in northern New Zealand. Parkville: Melbourne University Press. Nga Tuara. (1992). Nga toko tu moana: Maori leadership and decision making. Wellington: Te Puni Kokiri. Walker, R. J. (1996). Nga pepa a Ranginui: The Walker Papers. Auckland: Penguin Books. Winiata, M. (1967). The changing role of the leader in Māori society: A study in social change and race relations. Auckland: Blackwood and Janet Paul Ltd.