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LEADERSHIP AND ABORIGINAL RECONCILIATION
Author(s) -
Leigh Andrew
Publication year - 2002
Publication title -
australian journal of social issues
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.417
H-Index - 30
eISSN - 1839-4655
pISSN - 0157-6321
DOI - 10.1002/j.1839-4655.2002.tb01114.x
Subject(s) - project commissioning , publishing , sociology , transactional leadership , leadership theory , through the lens metering , leadership , political science , management , public relations , shared leadership , lens (geology) , law , engineering , economics , petroleum engineering
Calls for greater leadership on the issue of Aboriginal reconciliation are often vague about what they actually mean by ‘leadership’. The most appropriate lens through which to regard leadership on the issue of reconciliation is not the usual notion of leadership‐as‐influence, but instead the theory of ‘adaptive leadership ’, developed by Harvard professor Ronald Heifetz. Applying these ideas to the problems of Aboriginal reconciliation, 1 propose four principles that might promote progress on this difficult and complex issue.