Strong Ma¯ori women are increasingly taking charge
So what is behind this seismic shift . . . ?
A quiet revolution is under way within Maoridom. Wa¯ hine toa are taking the driver’s seat in iwi authorities and Ma¯ ori organisations. Across the spectrum – governance, management, trustees in pre and post-settlement iwi authorities, hapu¯ , pan-Ma¯ ori organisations, land trusts and incorporations, even Te Puni Ko¯ kiri — strong Ma¯ ori women are increasingly in charge.
Both post-settlement juggernauts, Waikato Tainui and Nga¯ i Tahu, now have women at the helm. Parekawhia McLean chairs the tribal parliament of WaikatoTainui with Rukumoana Schaafhausen heading the tribal executive Te Arataura, and Donna Flavell chief executive. Nga¯ i Tahu is now led by Lisa Tumahai, with chief executive Arihia Bennett in the role for six years.
Auckland-based Nga¯ ti Wha¯ tua ki Ora¯ kei also has twin wa¯ hine leadership — Marama Royal chair and Rangimarie Hunia chief executive.
Last month the largest iwi, Nga¯ puhi, appointed Lorraine Toki as chief executive as it faces the most important moment in its modern-day history, the negotiation of its settlement with the Crown.
And not just iwi authorities. More and more we see powerful women at the top of the Ma¯ ori economy: the Federation of Ma¯ ori Authorities’ Traci Houpapa, Hinerangi Raumati-Tu’ua chairs Taranaki Parininihi ki Waitotara Incorporation and Kerensa Johnston is the CEO of Nelsonbased Wakatu¯ Incorporation.
When it comes to the Government, the Ma¯ ori development ministry, Te Puni Ko¯ kiri, has long been led by chief executive Michelle Hippolite. Under the new Government, it now has its first female minister, Nanaia Mahuta.
This is a trend not yet mirrored in nonMa¯ ori boardrooms and management. A recent Chapman Tripp survey of New Zealand’s 75 largest listed companies found little progress on increasing gender diversity across listed boards. At 23 per cent, the ratio of women directors has changed little in recent years. Even more startling was that there was only one female chief executive in the top 75 companies; and only 9 per cent of chairs are women.
So what is behind this seismic shift within the world of Ma¯ ori governance and management?
Perhaps it’s a matter of timing. Iwi are rapidly moving from grievance to development mode, which is attracting a different type of leader.
Ma¯ ori organisations themselves are also recognising the need to keep striving for excellence in governance and management as well as gender and age diversity in order to succeed and achieve inter-generational goals. They are moving from the more traditional leaders to those with professional qualifications.
A number of the Ma¯ ori female leaders have spent their formative years in social services along with welfare, health and law. Taking leadership roles allows them to begin tackling the deprivation they have witnessed among their own people.
A “benevolent dictator” style of leadership was needed to get iwi through the brutal settlement process in an Aotearoa that was divided by whether there should even be Treaty settlements at all. The likes of Sir Robert Mahuta, Ta¯ Tipene O’Regan and Tuhoe’s Tamati Kruger were fearless fighters with the mana and self-belief to know what was best for their people long term and recognise the point at which to cut a deal with the Crown.
Nga¯ puhi leader Sonny Tau is of this mould, as Treaty Negotiations Minister Andrew Little is no doubt finding out.
Conversely, female leaders often, though not always, have a more collaborative style, bringing parties together in a more democratic fashion, consulting and seeking feedback more often.
They might also have demonstrated more “emotional intelligence” than men or simply be twice as good to get to that level.
It says a lot about Ma¯ ori men that so many support and encourage this emergence of wa¯ hine leadership.
A January 2018 McKinsey & Company report reinforced the link between gender and ethnic diversity with company profitability and value creation. Te ao Ma¯ ori organisations have both gender and ethnic diversity, so on this measure are well placed for further success.
A key focus for all is to ensure delivery of more effective and meaningful outcomes for our people, two decades on from the first Treaty settlements. Ma¯ ori women might well be the competitive advantage.
And we are stepping up across Aotearoa, taking a back seat to no one.