Framing Indigenous Leadership

Authors

  • Joseph E. Long University of Charleston School of Business & Leadership 900 Virginia Street, East Charleston, WV 25301

DOI:

https://doi.org/10.14738/assrj.46.2936

Keywords:

framing, leadership, collective identity, social movement

Abstract

The concept of framing is critical to the study of leadership and sensemaking across organizations. This paper examines framing from the unique military context of American Special Forces leading indigenous people of developing countries in combat. Specifically, I identify several deficiencies in the extant leadership literature that remains insufficient for understanding the unique context of indigenous leadership. I explain how the process of framing helps with sensemaking for both American and indigenous forces to include how framing can be understood as a vehicle for conserving, generating and transforming current indigenous leadership practices. I conclude with a theoretical framing construct that suggests how framing indigenous leadership using follower-centric models can help transform American leadership into micro-level social movements capable of creating collective identity.

Author Biography

Joseph E. Long, University of Charleston School of Business & Leadership 900 Virginia Street, East Charleston, WV 25301

Joseph Long is a doctoral student at the University of Charleston who researches indigenous leadership.

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Published

2017-04-01

How to Cite

Long, J. E. (2017). Framing Indigenous Leadership. Advances in Social Sciences Research Journal, 4(6). https://doi.org/10.14738/assrj.46.2936