Background
Methods
Design and approach
Participants
Data collection
Topic | Stem Questions |
---|---|
Introduction | What does it take to become a strong leader in an American Indian Alaska Native community? |
Goal Attainment | What, specifically, do you feel you have accomplished as a leader? |
Describe the process by which you engaged your team in planning and goal attainment? | |
Leadership approach and strategies | On a practical level, how did you approach the day-to-day leadership? |
How do you communicate your vision (goals) to others on your team? | |
What leadership strategies do you use to help employees accomplish their work? | |
Leadership traits | I know it is sometimes awkward to talk about our personal positive traits, but will you please describe what it is about your personality, values, and/or beliefs that makes you an effective leader? |
Leadership Development | Knowing that a leader puts a lot into the role and possibly changes along with the program, where were you at the beginning and how did you grow or change over the course of the program? |
Leadership and AIAN Culture | What role did culture play in your accomplishments as a leader? |
Are there aspects of organizing and planning programs in Native communities that are unique and not transferable to other cultures and settings? If so, please describe. |
Data analysis
Results
Essence | Main Theme | Revelatory Theme | Frequency of Participants Coded for Theme |
---|---|---|---|
Foundational beliefs about leadership and the role of leaders in AIAN society undergird the work and motivate the leader. The work is difficult and fraught with challenges, yet the leaders persisted because of a foundational commitment to the people. | Beliefs about leadership in tribal communities | Hopeful Vision for the People | 8 |
Awareness of Historical Context | 7 | ||
An inherent or learned disposition of humility was an essential trait across the successful leaders. | Leadership traits or dispositions | Cultural Humility | 8 |
Relationally based leadership knowledge, skills, and strategies coalesced into a leadership approach that catalyzed community impact. | Leadership knowledge and strategies | Cultural and bi-cultural knowledge | 7 |
Purpose Driven Work Behavior | 8 | ||
Trusting a Broader Process | 7 | ||
Holistic Supervision | 7 | ||
Caring Orientation | 8 | ||
Influence Through Education | 8 | ||
Community Centered | 8 |
Hopeful vision for the people
Other participants voiced Hopeful Vision for the People as working on behalf of those who came before them and for future generations, wrapping their day-to-day work with broader meaning and purpose. Illustrations from the data include statements denoting the importance of living into the expectations of grandparents, a broad commitment to ancestors, and the dream of a better life for future generations of AIAN children. One respondent stated:“In order to have that level of commitment you have to hold yourself responsible to the people you are trying to serve..... And there are so many levels to that. When you are making decisions for your program you are seeing the faces of the people of your community … it goes beyond your needs and wants. The words that in our language are [Native language phrase] and it means, ‘the ones who are hardy.’”“[Native language phrase] is a phrase that means ‘standing for our people and advocating hope’ … it says that together we work to honor and empower our people.”
“We are committed to future generations. My approach to work is not as a job or a project--it is to understand my role in [tribal] society. We aspire for a greater future for our people with sustained importance today and tomorrow.”
Cultural humility
Consistent with a humble perspective participants described their leadership style as facilitative, transparent, flexible, and relational, avoiding terminology reminiscent of hierarchical leadership.“I remember seeing something that said people choose their leaders. I really believe that—that people choose who they want to lead them and I decided within myself I’ll continue to lead now and if they want me to play a background role I’m fine with that too--as long as I’m still making a difference... A good leader has the capability to be a good follower as well.”
“Allowing myself to have a free voice allows others to have a free voice … I mean if one is rigid and you think your voice is the only one that counts then obviously you are going to shut doors. For me I believe that everyone can contribute to a project no matter what it is... I allow freedom for myself; therefore I allow it for others. I truly believe that everyone comes to the table with something to give, and it has been the greatest thing for me to allow other to contribute in that way.”
Awareness of historical context
“ … I do presentations on historical trauma in our community and other places. I talk about boarding schools and the impact it has had on American Indian families. I share my own story--my mom went to boarding school. I was raised in an alcoholic family and was in and out of foster care. I think a lot of my own personal experiences make me really want to make sure that we are making changes.”
Purpose driven work behavior
“We met as a staff weekly and we had extended meetings to plan—two or three days, if necessary. We broke down the process into high detail. I think I’m open and supportive, but pretty direct with deadlines and the consequences that could happen if we don’t meet those deadlines.”
Cultural and bi-cultural knowledge
Respondent statements on the issue of AIAN potential leaders leaving their communities, perhaps leaving tribal land, to seek an education or other experiences in Western society only to return to their community as an outsider highlighted the strain of balancing Western and traditional knowledge and voice. As reported by one participant: “I was trained in the western model and needed to ‘teach myself how to speak again.’ My new language was not conducive for my work in our community.”“Being grounded in the culture allowed me to be culturally appropriate with the work. There is a Western and a cultural perspective … but don’t get me wrong—both types of systems exist. Having knowledge of traditional systems and Western systems allows me to integrate the Western systems in a beautiful way that allows the two worlds to align.”
“I know how to speak to the community so they will understand what we are trying to convey to them without using the research terms, without saying ‘data’ or ‘analysis.’ I was a bridge between two worlds... When I needed to speak to the providers to sound more authentic (like I knew what I was doing) I could use those terms with them.”
Trusting a broader process
“I would plan, have an agenda--this is what we are going to talk about … this is what we are going to do … this is how long it is going to take us--but I found that meetings and who you had at the meetings took on a life of their own. You can’t be a control freak. You have to be willing to let the meeting flow in the way the meeting needs to flow. Sometimes we would hit on one topic, sometimes we would spend the whole meeting just talking about the first item on the agenda and sometimes we would shoot through the whole agenda and start talking about something totally different. What came up was important and it was something that had to be discussed or processed with the group. So I had to really realize that and tell myself to let go … let go of … a ‘this is what we have to do’ attitude.”
Caring orientation
“I try to come from a kind heart … one of the things I took from my grandfather. People came to him because he was kind with his heart and kind with his spirit. That’s what I have carried and that is why I’m able to [lead] … I don’t think my grandfather saw colors of people. He was just kind to them.”
Holistic Supervision
Participants voiced the importance of understanding the entirety of the staff members’ situation beyond their work role, including their natural strengths, family situations, and their spiritual lives.“Understanding what the employee is going through right now and how can you support them and adapt to their learning style is critical. You must adjust your management style to help them accomplish their tasks … . It’s helps them and you if you understand their whole situation and look at them holistically and not just as an employee.”
“Especially in a tribal setting it’s very … what do you call it? It’s very circular. Just because they are at work doesn’t mean they turn off the issues they are having at home with their children, their spouse, or with their sick mother. It’s all encompassing … ”
Community centered
Resistance to change, no matter whether from service providers or entrenched leadership, was addressed through relationship building, finding common ground, establishing reciprocal partnerships, and actively building trust.“Everyone was doing their own thing. It was hard to get other agencies and even some community members who maybe felt loyal to other agencies to be a part of this. We needed to get them to understand that this vision is for the whole community and this is something that is going to be shared with the whole community--it isn’t ours; it belongs to our community. That was challenging. It took a few years to get the community to work with us and be open to it. Now it’s just amazing. We partner. We subcontract with each other. We work on projects together. It just has changed so much.”
Influence through education
“You need to be prepared to tell the story over and over again. The more you educate about project and vision, the more people understand. It takes time for information to sink in … repetition is important. It took a lot longer to educate county and state government.”