It is not often that you take time out to reflect "on" community leadership rather than being "in" the practice of it. Like many other Kiwi's we share the work ethic of "head down – bum up", so here are some leadership reflections.

The character of courage and optimism are synonymous with Maui [1] and Sir Hirini Moko Mead [2] observed that "We need a Maui-like plan to help guide us into the 21st century, and we need to begin the search for that plan now ......... It is worth pointing out however, that many of our present leaders are not at all like Maui and would prefer more of the same, rather than change. This is an easy way out for them, a way of avoiding unpleasant decisions, a way of not becoming responsible for our future."

There is so much potential in our communities for leadership as there is more visibility of local people taking responsibility for our future, particularly in our māori and pacific communities.

There is a growing awareness that different leadership models are being called for, from all sectors as more people become interested in innovative outcomes and constructive change. The notion of transforming leadership has emerged through the work with other local community leaders in Tamaki and described. [3] This kind of leadership is marked by its dignity, strength of character and a vision that excites interest and commitment. Transforming leadership is firm, intelligent and reflective; people trust leaders who have their best interests at heart. Transforming leaders show empathy and earn respect by walking their talk. The motto of transforming leadership is, 'We won't ask others to do anything that we're not already doing ourselves or are prepared to do'. Such leaders understand the dynamics, tensions and burdens on each side. They persevere in difficult times, holding challenges lightly and negotiating complexities in search of solutions acceptable to all parties. These leaders are willing to take risks to forge new routes that bring out the whole and best of who we each are.

The work in Tamaki has taught us that leadership can come from unexpected places, from many different people, from multiple places and levels - and can be disguised (as it often is) as steadiness, perseverance and often fierce conviction. The key is giving people a chance to develop and brokering development opportunities.

We are fortunate to have conceptual leaders in our midst that are our visionaries, focused on the long-term. Community leadership requires a person to be visible in their community, collaborating with other community power brokers and creating partnerships around shared interests. Others excel in more of an advocacy role working with people and organisations beyond traditional boundaries or silo's encouraging everyone to see the connections between all stakeholders – expanding perspectives to take a 'whole of community' approach. These leaders aim to change policy so are seizing strategic opportunities to move an issue or idea forward.

We have been able to learn and reflect together, construct meaning and knowledge collectively and collaboratively. It takes time.

Collective leadership will increase the breadth and depth of leadership abilities that can be galvanized to a particular cause.   Through continued conversations and by holding the space we can create actions that grow from our new understandings. This collective approach is powerful and necessary as we endeavour to navigate an environment of increasing complexity. We understand that community leadership is reliant on strong and healthy relationships as it requires the art of engaging others.

One of our learnings is that as you move towards a 'whole of community' approach you enter a space of diverse values, interests and positions. These can change from person to person, organisation to organisation and community to community and is constantly evolving.

We have also come to appreciate more the power of stories as a communication tool to engage and inspire. We are able to access a different source of inspiration and motivation i.e. knowledge from our indigenous heritage (as well as the western libraries) in crafting a story that will create the connections necessary for ongoing dialogue.

One of the challenges that emerge as your reputation for 'leadership' grows, is the number of requests you receive to participate in multiple forums and it is quite easy to lose yourself in others agenda's as your excitement and enthusiasm for what's possible is triggered. A valuable lesson has been to hold to those things / people / activities that ground you.

There is optimism for the future of Aotearoa - New Zealand as we witness the leadership potential in our local communities and know with certainty that this is but a small slice of the potential across our great country.

So now is the time to reclaim Maui of the past into the present to navigate and guide our journey into the future.

By Puamiria Maaka

[1] Dr Hirini Moko Mead, 1979, He Ara Ki Te Aomarama: A Pathway To The Future.

[2] Maui – half man, half god, common to the folklore of most Pacific peoples. Maui was known for courage, inquisitiveness, daring, risk-taking and a restless mind.

[3] TIES Team, 2010, Creating TIES that strengthen.