title: Māori women’s perspectives of leadership and wellbeing

authors: Ruru, Stacey Mariu

subjects: Māori women leadership

abstract: This research sought to understand how Māori women leaders maintain their wellbeing within their leadership roles. Semi-structured interviews acknowledging kaupapa Māori theory (Māori philosophy, framework) principles were used to gather the leadership journeys of five Māori women leaders from academic and business backgrounds across the North Island, New Zealand. Kaupapa Māori principles such as kānohi kitea (greeting, meeting face to face), ako Māori (learning, teaching, reciprocity, cultural pedagogy) and manāki ki te tangata (caring, hosting people) provided a methodological framework to follow during interviews with Māori women leaders. From the interviews, thematic analysis was undertaken and patterns, similarities and differences were uncovered that led to the identification of eight main themes: Humility, collective work, the influence of others, overcoming boundaries, balance between te taha hinengaro (mental or psychological wellbeing) and te taha tinana (physical wellbeing), fostering pathways, quieting the mind, and whānau (family) connections. Secondary analysis further developed and explored the themes using indigenous whakataukī Māori (Māori proverbs), which became the overarching theme and connected the eight themes to the five whakataukī. The study found that balance between te taha hinengaro (the psychological, mental wellbeing dimension) and te taha tinana (the physical dimension) from Te Whare Tapa Whā (the four corners of a house) and Te Wheke (the octopus) Māori wellbeing models supported Māori women leaders’ waiora (health, wellbeing). Central to the success of these Māori women leaders was being connected to whānau and friends, and being influenced by tāmariki (children), tauira (students) and employees. These social connections made Māori women leaders strong and resilient to change and challenges. Māori leadership practices and values such as hūmarie (humility), mana wahine (Māori women’s leadership style), manākitanga (caring) and aroha (compassion, love) contributed to leadership drivers that enhanced Māori women within their leadership roles. Finally, recommendations include enhancing practices such as those that encourage mana (influence, power, and identity), mātauranga Māori (Māori knowledge) and ako Māori for future generations to follow.

text: Māori women’s perspectives of leadership and wellbeing This research sought to understand how Māori women leaders maintain their wellbeing within their leadership roles. Semi-structured interviews acknowledging kaupapa Māori theory (Māori philosophy, framework) principles were used to gather the leadership journeys of five Māori women leaders from academic and business backgrounds across the North Island, New Zealand. Kaupapa Māori principles such as kānohi kitea (greeting, meeting face to face), ako Māori (learning, teaching, reciprocity, cultural pedagogy) and manāki ki te tangata (caring, hosting people) provided a methodological framework to follow during interviews with Māori women leaders. From the interviews, thematic analysis was undertaken and patterns, similarities and differences were uncovered that led to the identification of eight main themes: Humility, collective work, the influence of others, overcoming boundaries, balance between te taha hinengaro (mental or psychological wellbeing) and te taha tinana (physical wellbeing), fostering pathways, quieting the mind, and whānau (family) connections. Secondary analysis further developed and explored the themes using indigenous whakataukī Māori (Māori proverbs), which became the overarching theme and connected the eight themes to the five whakataukī. The study found that balance between te taha hinengaro (the psychological, mental wellbeing dimension) and te taha tinana (the physical dimension) from Te Whare Tapa Whā (the four corners of a house) and Te Wheke (the octopus) Māori wellbeing models supported Māori women leaders’ waiora (health, wellbeing). Central to the success of these Māori women leaders was being connected to whānau and friends, and being influenced by tāmariki (children), tauira (students) and employees. These social connections made Māori women leaders strong and resilient to change and challenges. Māori leadership practices and values such as hūmarie (humility), mana wahine (Māori women’s leadership style), manākitanga (caring) and aroha (compassion, love) contributed to leadership drivers that enhanced Māori women within their leadership roles. Finally, recommendations include enhancing practices such as those that encourage mana (influence, power, and identity), mātauranga Māori (Māori knowledge) and ako Māori for future generations to follow.

year: 2016

title: Sharing, listening, learning and developing understandings of Kaupapa Māori research by engaging with two Māori communities involved in education.

authors: Kana, Fred

subjects: Kaupapa Maori research methodology

abstract: This paper is a culmination of common understandings that were elicited from two pieces of research: ‘The Impact of the BHP New Zealand Steel Mining on the Tangata Whenua and the Environment’ and ‘The Impact of Maori Medium Education within a Mainstream Secondary School on the Lives of its Participants, in particular the Teachers, Caregivers and Students’. It was at the conclusion of each research project and as a consequence of informal conversations and discussions that this paper evolved. The paper discusses shared understandings in the context of Kaupapa Māori research methodology and key findings from the two research projects.

text: Sharing, listening, learning and developing understandings of Kaupapa Māori research by engaging with two Māori communities involved in education. This paper is a culmination of common understandings that were elicited from two pieces of research: ‘The Impact of the BHP New Zealand Steel Mining on the Tangata Whenua and the Environment’ and ‘The Impact of Maori Medium Education within a Mainstream Secondary School on the Lives of its Participants, in particular the Teachers, Caregivers and Students’. It was at the conclusion of each research project and as a consequence of informal conversations and discussions that this paper evolved. The paper discusses shared understandings in the context of Kaupapa Māori research methodology and key findings from the two research projects.

year: 2006

title: Maintained generalization of delay-specific remembering

authors: White, K. Geoffrey

subjects: memory

abstract: According to the discrimination hypothesis (White, 2002), remembering is a delay-specific discrimination made at the time of retrieval. In the present experiment the delay-specific nature of the discrimination was made explicit by making correct choices in a delayed matching-to-sample task performed by pigeons conditional on whether the retention interval was short or long. Retention interval was varied over several durations in a maintained generalization test without reinforcement for correct matching responses. Opposing gradients demonstrated generalization of delay-specific remembering, consistent with the view that the temporal dimension of the retention interval can be treated in the same way as non-temporal dimensions of the sample stimulus.

text: Maintained generalization of delay-specific remembering According to the discrimination hypothesis (White, 2002), remembering is a delay-specific discrimination made at the time of retrieval. In the present experiment the delay-specific nature of the discrimination was made explicit by making correct choices in a delayed matching-to-sample task performed by pigeons conditional on whether the retention interval was short or long. Retention interval was varied over several durations in a maintained generalization test without reinforcement for correct matching responses. Opposing gradients demonstrated generalization of delay-specific remembering, consistent with the view that the temporal dimension of the retention interval can be treated in the same way as non-temporal dimensions of the sample stimulus.

year: 2011