Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Mainstream
Leader
Leadership does not reside with one person, in one title, or one
location - but rather, it lies within all.
(Julien, Wright, Zinni, 2009 p. 10)
Background - experience,
education, qualifications
Isolation
Culture shock
High rates of early dropout
Far from home
Commuting to school inability to
participate in social activities
Discrimination and Stereotypes
Attitudes of classmates and faculty
Apathy
Assumptions about entry criteria for
aboriginal students
Students of combined heritage viewed as not
native enough
Aboriginal students
Challenges
Racial discrimination
Within larger society and within the tribe
Not fitting in anywhere
Too white or too Westernized if successful as leaders
Yet, still Aboriginal and not accepted in white society
Unable to be successful without adopting values and practices of
dominant culture
Need to Walk in Both Worlds:
comfort with functioning in both world and being able to
integrate aspects of both cultures, taking strengths from both, in
order to be successful as a leader.
On the other hand, it is not possible to be both at once; it is
necessary to utilize aspects of each culture in parallel
Gender discrimination
within agency, society, and Aboriginal community
Traditionally, Aboriginal culture recognizes the power of women
in the family
Power has eroded as a result of colonialism
Pressure to represent the whole tribe, take role more seriously than
non-aboriginal leaders
1) Isolation of communities
2) Protective responses to community members
3) Underuse of mainstream services
Work
Peer supervision and the use of stories may allow for aboriginal
justice attitudes
2)Decipher
appropriate action
steps
Ac.com.plice
Noun: accomplice; plural noun: accomplices
1. a person who helps another commit a
crime
Accomplices not Allies: An Indigenous Perspective & Provocation (2014), Indigenous Action Media, Retrieved from
http://www.indigenousaction.org/wp-content/uploads/Accomplices-Not-Allies-print.pdf
Barkdull, C. (2009). Exploring intersections of identity with native american women leaders. AFFILIA: Journal of Women and Social Work, 24(2),
120-136.
Collins, J.C. & Chlup, D.T. (2014). Criticality in Practice: The Cyclical Development Process of Social Justice Allies at Work. Advances in
Developing Human Resources, 16(4), 481-498.
Dwyer, R. (2003). Career progression factors of Aboriginal executives in the Canada federal public service. The Journal of Management
Development. 22(9/10), 881.
Herring, S., Spangaro, J., Lauw, M. & Mcnamara, L. (2013). The Intersection of Trauma, Racism, and Cultural Competence in Effective Work with
Aboriginal People: Waiting for Trust. Australian Social Work, 66(1), 104-117.
Julien, M., Wright, B., Zinni., D. (2009). Stories from the circle: Leadership lessons learned from aboriginal leaders. The Leadership Quarterly,
21(1), 114-126.
Loizides, S. & Wuttunee, W. (2003). Leadership Aboriginal Perspectives and Challenges. New York: The Conference Board of Canada.
Morrissette, V., McKenzie, B., & Morrissette, L. (1993). Towards an Aboriginal Model of Social Work Practice: Cutlrural Knowledge and
Traditional Practices. Canadian Social Work Review, 10(1), 91-108.
Petray, T.L. (2010). Support vs. Solidarity: White Involvement in the Aboriginal Movement. Social Alternatives, 29(3), 69-72.
Scerra, N. (2012). Models of Supervision: Providing Effective Support to Aboriginal Staff. Australian Aboriginal Studies, 2012(1), 77-85.
Taylor, M. J., & Strauss, K. (2006). Native american women who lead human service organizations. Journal of Ethnic & Cultural Diversity in Social
Work, 15(1), 123-146.
Weaver, H. N. (2000). Culture and professional education: The experiences of native american social workers. Journal of Social Work Education,
36(3), 415-428.