Integrating Indigenous and Western Leadership Practices

Leadership is a dynamic and evolving concept shaped by cultural, historical, and societal influences. At the same time, Western leadership models have dominated academic and organizational discussions. Indigenous leadership practices offer a rich and alternative perspective worthy of consideration.

By Michael Quartermain, C.I.M., C.Mgr. | Chartered Managers Canada

With centuries of tradition, Indigenous leadership emphasizes relational accountability, collective well-being, and stewardship of the land. How can integrating Indigenous wisdom inform and enrich our contemporary leadership approaches, particularly in addressing global challenges such as inequality, environmental degradation, and the need for inclusive governance, supporting integrative and transformative potential in our leadership practices?

A Historical Context of Indigenous Leadership

The Indian Act was passed by the federal government of the Dominion of Canada in 1876 and is still in existence today; it was an attempt to assimilate First Nations people into Canadian society as quickly as possible by giving the government exclusive authority over Indian affairs (Indian Act, R.S.C., 1985, c. I-5). Colonization drastically changed Indigenous leadership structures as colonial powers imposed their governance systems, often replacing Indigenous leaders with colonial leaders (Doyle et al., 2020). From the time of confederation in 1867 until the Constitution Act (1982) came into force, Indigenous rights were not considered, and Treaty rights were disregarded, leading to a loss of self-determination for Indigenous communities. Assimilation policies began to erase their cultural practices and leadership models through processes such as residential school tools (Doyle et al., 2020; Malik & Azmat, 2019). The 1924 Indian Act is another important historical act for Six Nations that illustrates the disruption of traditional Indigenous governance, which led to the removal of traditional leaders and their replacement with Indian Act Chiefs, further undermining Indigenous self-determination and governance structures (Abele, 2007). In Indigenous communities, leadership naturally flows through elders, chiefs, and respected voices, emphasizing their wisdom, experience, and relational qualities (Silva et al., 2021; Gram-Hanssen, 2021). Cultural assimilation further eroded Indigenous leadership practices. Indigenous languages, which carried centuries of knowledge and cultural significance, were often banned or discouraged (Doyle et al., 2020). Religious transformation replaced Indigenous spiritual practices with Christianity, suppressing traditional leadership roles connected to spiritual guidance (Doyle et al., 2020; Malik & Azmat, 2019). This context is important for understanding the ongoing impact of colonial policies on Indigenous leadership.

College of the Muscogee Nation

The College of the Muscogee Nation integrates Complexity Leadership Theory (CLT) into its governance model. CLT emphasizes adaptability, collective decision-making, and relational accountability, core principles in Indigenous leadership. This approach has led to more resilient and responsive leadership structures within the institution.

(Randall, 2022)

Dynamic Leadership in a Diverse World

Leadership has come a long way, from the idea of ‘born leaders’ to today’s focus on adaptability and empathy. The Great Man theory from the 19th century suggests that leadership qualities were inherent and that great leaders were born, not made, followed by the Trait Era, which focused on identifying traits that made effective leaders, through to the contingency era that introduced the idea that effective leadership depended on the context and situation (Clinton, 1992). The dynamic nature of leadership was recognized, emphasizing adaptability and systems thinking (Clinton, 1992; Malik & Azmat, 2019). Northouse's (2016) work introduced additional leadership models. Northouse (2016) considers the Trait Approach, which suggests that certain inherent traits make effective leaders. He also explores the Behavioural Approach, focusing on the actions and behaviours of leaders. The Situational Approach suggests that different situations require different leadership styles. Northouse (2016) discusses Transformational Leadership, which promotes inspiring and motivating followers; Transactional Leadership, which focuses on managing tasks and relationships effectively; and Servant Leadership, which suggests that a leader is there to serve followers. Globalization, with ever-changing geopolitical and socioeconomic conditions, continues to influence current leadership practices, which often focus on transformational and transactional leadership, inspiring and motivating followers, and effectively managing tasks and relationships (Malik & Azmat, 2019; Gram-Hanssen, 2021).

Raven Indigenous Capital Partners

Raven Indigenous Capital Partners incorporates Indigenous values of reciprocity and stewardship into its investment strategy. Raven has successfully supported Indigenous entrepreneurs and fostered long-term economic growth by prioritizing community benefits and environmental sustainability.

(Raven Indigenous Capital Partners, n.d.)

Indigenous leadership practices are part of the dynamics of our diverse world. They are contemporary and evolving, offering vital insights that complement and enrich other leadership models in today’s interconnected world. By recognizing both Indigenous and Western leadership practices as contemporary and evolving, organizations can draw from a richer set of values, including reciprocity, sustainability, innovation, and holistic well-being. These values can help address global challenges such as social inequality, environmental sustainability, and the need for more inclusive and empathetic leadership practices, creating a more balanced and ethical approach to leadership and education (Randall, 2022). Today's Leadership requires leaders to bridge many worlds, such as Indigenous and Western worlds, often referred to as living between two worlds (Kenny, 2012).

 Rather than existing in opposition, Indigenous and Western leadership traditions offer complementary values and practices. The table below highlights values and practices that, when blended, can enrich dynamic leadership practices.

Table 1: Dynamic Leadership Values: Indigenous and Western-Inspired Approaches

(ONECA, 2019; Ly, 2020; Soken-Huberty, 2023; Chamorro-Premuzic et al., 2016; Kenny, 2012)

Leadership Challenges in a Global World

Both Indigenous and Western Leaders face a variety of shared challenges; one of the biggest is global competition. Leaders must continuously adapt to changing market conditions, managing the pressures of globalization and technological advancements (Gentry et al., 2013). Cultural sensitivity and diversity are crucial in a globalized world that requires leaders to be adept at managing multicultural teams. Technological disruption is a significant challenge with rapid advancements, which means that leaders must stay abreast and integrate Western technologies into their organizations effectively, such as the exponential growth of artificial intelligence in many areas of life today (Gentry et al., 2013). Lastly, there is increasing pressure on leaders to adopt ethical, sustainable and governance practices (ESG) to address societal concerns around the environment and in the context of corporate social responsibility (Gentry et al., 2013).

Indigenous leaders face a range of unique challenges today which arise from historical and systemic inequalities related to colonization and assimilation policies. These include the loss of land, culture, and autonomy, which continue to impact their social, economic, and political conditions today (Soken-Huberty, 2023; Kenny, 2012). Indigenous communities often experience significant health disparities compounded by limited access to quality healthcare services and various political and legal obstacles (Soken-Huberty, 2023). Indigenous leaders often struggle to maintain their cultural identity and traditions in the face of globalization. The impact of global media and consumer culture can overshadow Indigenous traditions, making it difficult for younger generations to stay connected to their roots (Silva et al., 2021). Economic and social marginalization in Indigenous communities continues, facing systemic problems such as poverty, lack of access to education, and healthcare disparities. These challenges hinder the ability of Indigenous leaders to preserve and transmit their cultural heritage (Gram-Hanssen, 2021). Indigenous communities often inhabit regions most vulnerable to climate change, such as resource depletion, deforestation, and biodiversity loss, threatening their way of life and the environment they have been stewards of for centuries (Silva et al., 2021). Finally, Indigenous leaders must steer through the complexities of integrating traditional governance systems with Western political and legal frameworks. This often involves balancing cultural responsibilities with the demands of Western governance (Doyle et al., 2020).

Charting Scotiabank’s Path to Reconciliation

Myan Marcen-Gaudaur's role at Scotiabank is to oversee the bank’s reconciliation strategy and the implementation of its enterprise-wide Truth & Reconciliation Action Plan that confronts the systemic barriers the financial system has long created for Indigenous communities.

(Scotiabank, nd.)

Conclusion

Non-Indigenous corporations are increasingly integrating Indigenous leadership practices into their core business strategies, moving beyond symbolic Diversity, Equity, Inclusion, Justice and Belonging (DEIJB) commitments. For instance, companies like Bastien Industries have partnered with national organizations such as Destination Canada to embed sociocultural sustainability into their operations, guided by Indigenous values of reciprocity and cultural preservation (Bastien Industries, n.d.). Similarly, economic reconciliation initiatives led by the Alberta Indigenous Opportunities Corporation encourage non-Indigenous firms to adopt Indigenous business practices, prioritizing collective benefit, environmental stewardship, and consent-based engagement with communities (Alberta Indigenous Opportunities Corporation, n.d.). These shifts reflect a growing recognition that Indigenous leadership models offer valuable frameworks for ethical governance, stakeholder trust, and sustainable growth in global markets. When non-Indigenous organizations partner with Indigenous communities and businesses, they ensure authenticity by incorporating authentic cultural traditions rather than merely borrowing and potentially misinterpreting Indigenous culture without permission (Destination Canada, 2025). This approach differentiates cultural appreciation, which supports and promotes Indigenous culture, from cultural appropriation, which risks representing cultures superficially and without respect, solely for the organization’s gain (Destination Canada, 2025). Indigenous leadership is shaping the future of environmental, social and governance practices. Indigenous practices offer essential frameworks for addressing today’s complex global challenges when embraced as part of a broader, evolving leadership paradigm.

About the Author: 

Michael Quartermain is a professor at the School of Business at Conestoga College Institute of Advanced Learning and Technology, where he has been teaching for over five years in the areas of business management and sustainability. Michael spent over thirty-five years in business and consulting in general management, procurement, and strategic sourcing.

He holds a Bachelor of Commerce degree from York University, a Master of Law specializing in dispute resolution from Osgoode Hall Law School and a Master of Peace and Conflict Studies from the University of Waterloo. Michael is working on a Professional Master of Education at Queen’s University.

He holds professional designations as Lean Six Sigma Green Belt (McGill University), Certified Associate Project Manager (Project Management Institute), Qualified Mediator (Alternative Dispute Resolution Institute of Ontario),  Chartered Manager (Canadian Institute of Management), Certified Business Management Educator (The Chartered Association of Business Schools), Certified International Negotiator (Chartered Institute of Professional Certifications) and Certified Supply Chain Leader/Certified Supply Chain Management Professional (National Institute of Supply Chain Leaders). In addition to these certifications, Michael has several other certificates that are part of his ongoing professional development. 

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Randall, M. (2022). The Native American leadership model. Tribal College Journal, 33(3). https://tribalcollegejournal.org/the-native-american-leadership-model/

Raven Indigenous Capital Partners. (n.d.). Our approach. https://ravencapitalpartners.ca

Scotiabank. (n.d.). Action plan – Truth and Reconciliation. Scotiabank Canada. https://www.scotiabank.com/ca/en/about/responsibility-impact/truth-reconciliation/action-plan.html

Soken-Huberty, E. (2023). What is Indigenous leadership? Social Impact Guide. https://socialimpactguide.com/journal/what-is-indigenous-leadership/

Silva, I., Morais da Silveira, F., & Almada, F., Zaqueu, L. (2021). Indigenous leaderships beyond the tangle of concepts and their functions in the tracks of history: An exercise in listening. International Journal of English Literature and Social Sciences. 6. 099-111. https://ijels.com/upload_document/issue_files/16IJELS-10320215-Indigenous.pdf