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4.1 Aboriginal and Torres Strait Islander Leadership - Indigenous Governance Toolkit
4.1 Aboriginal and Torres Strait Islander Leadership - Indigenous Governance Toolkit
1 Aboriginal and Torres Strait Islander leadership | Indigenous Governance Toolkit 8/8/18, 6'14 pm
4.1.1 Aboriginal and Torres Strait Islander concepts and leadership structures
The English terms ‘leadership’ and ‘leader’ are foreign or unknown in many Aboriginal and Torres Strait Islander languages. There is often no
precisely equivalent word.
There are Aboriginal and Torres Strait Islander leaders—men and women—but their leadership is exercised according to different values and criteria
than it is in the wider Australian society.
Nyarri Nyarri Morgan, Martumili Artist. Parngurr, Western Australia. Image, Wayne Qulliam
“Amongst the Pintupi, the closest equivalents to the term ‘leader’ are mayutju (boss), tjila (big one) and ngurrakartu (custodian). These are people who are
described as ‘holding’ or ‘looking after’ (kanyininpa) their family, kin, subordinates and country…. A boss is yungkupayi, someone ‘who freely gives’, a
‘generous one’. They will ‘look after’ (kanyilku) people and country.”
(Fred Myers, 1986, Pintupi Country, Pintupi Self: Sentiment, Place and Politics Among Western Desert Aborigines, AIATSIS, Canberra)
Aboriginal and Torres Strait Islander ‘leaders’ have had a role in traditional systems of governance in Australia for tens of thousands of years,
undertaking responsibilities for maintaining and protecting ancient laws, traditions, systems of knowledge, and jurisdictional rights and interests.
Leadership is complex because:
it is shared amongst people who have different responsibilities for different matters
there are important age and gender dimensions
it is hierarchical, based on accumulating valued knowledge and experience
not all leaders are equally powerful—some are more influential than others.
Senior women often have significant authority within their own groups, providing valued social support, and having recognised expertise and
knowledge in areas of restricted women’s ceremony. But their leadership may not always be as visible as men who often are the ones working on the
governing bodies of incorporated organisations and interacting with external stakeholders.
The individual authority of leaders is based on their cultural knowledge and reputation, personal qualities, recognised expertise and their ability to
look after others—not only their family and group, but also the land, its resources, and related systems of knowledge and law.
Strong relationships with family and close kin, and values of demand sharing and mutual responsibility are at the very heart and strength of
Aboriginal and Torres Strait Islander leadership practices.
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4.1 Aboriginal and Torres Strait Islander leadership | Indigenous Governance Toolkit 8/8/18, 6'14 pm
Joan Evans is a member of the Murdi Paaki Regional Assembly, she represents the Aboriginal community in Cobar NSW on the Assembly. Murdi Paaki
Regional Assembly includes representatives from 16 communities across western NSW. Image, Wayne Quilliam.
Definition: To represent means to act as a recognised delegate or spokesperson for somebody else’s interests, wishes, rights or welfare.
Definition: To be accountable means to answer for your actions and take responsibility for your mistakes, to be responsible to another, to be able to
explain what happened.
An Aboriginal and Torres Strait Islander leader’s representation and accountability operates in multiple directions, across the layers of their networks.
There are strong culturally-based rules and values that stress the need for leaders to only speak on behalf of (i.e. to represent) the ‘right’ people (their
own mob or land-owing group), about the ‘right’ issue (i.e. their own country and own business).
The strongest expectation then is that a leader should, first and foremost, ‘look after’ and be accountable to their own family and local group.
Leaders are also expected to go back to their fellow group members to discuss information, ideas and decisions with them. This means their
legitimacy has to be continuously earned and proven through their actions and communication in that social arena.
Leaders should also act on the basis of consensus.
In resolving issues and making decisions, Aboriginal and Torres Strait Islander ‘leaders’ usually spend a lot of time hearing from everyone. It is
considered important in maintaining harmonious relationships and allows people to share thoughts about the issue. The result is that decisions are
often open to ongoing negotiation.
This is called consensus decision making.
“Leadership in an Aboriginal cultural context is not given or measured by how much media you get or if you earn big money. True Aboriginal leadership
does not come from high-level appointments or board membership.
It doesn’t come from and cannot be given by white constructs. Leadership is earned; it is given when you have proven you can deal with responsibility and
you understand that responsibility.”
(The Hon. Linda Burney MP (first Aboriginal politician to be elected to the NSW Parliament),
‘Yarnin’ Up: Aboriginal People’s Careers in the NSW Public Sector’, NSW Government)
Before you start making changes to your leadership, it will help to identify the different layers involved in who you represent and are accountable to,
and how well you are doing your job in those areas.
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4.1 Aboriginal and Torres Strait Islander leadership | Indigenous Governance Toolkit 8/8/18, 6'14 pm
http://www.youtube.com/watch?v=s0Vpn41TaXI&feature=player_embedded
Indigenous leaders and participants in the Australian Indigenous Leadership Centre (AILC) talk about Indigenous leadership. The Australian
Indigenous Leadership Centre (AILC) is the only provider of accredited Indigenous leadership training courses in Australia, offering leadership
and Indigenous mentoring courses across the country. Founded in 2001, the AILC is a non-profit organisation predominately run by Indigenous
people for all Australians.
Many qualities and skills have been identified by Aboriginal and Torres Strait Islander people as being important in their leaders.
These qualities and skills include:
respect for culture
self-awareness and confidence
integrity and wisdom
support for all your people
clear communication and direction
good mediation and negotiation skills
enthusiasm and ability to inspire
adaptability and humility
a sense of humour.
Check-up: The qualities of effective Aboriginal and Torres Strait Islander leaders
This resource lists the qualities and skills that participants in the national Indigenous
Governance Awards and the Indigenous Community Governance Project see as being
important for strong leaders to have. What are the strengths of your leaders?
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