Home | View Cart | All Back Issues

Volume 13 Summer 2002 Issue #4

RESOURCE GUIDE
Resources for Native education leaders

by Tim Begaye

The following is the most comprehensive list of resources available for those interested in learning more about Native leadership as practice, study, or research. This resource guide will introduce readers to the breadth and scope of scholarship on leadership and the extent to which it is applicable to Indian communities or organizations. While my search revealed limited material on "American Indian or Native educational leadership" compared to the enormous quantities of literature available on mainstream leadership, persistent searches in various databases and clearinghouses revealed a scattering of light topics.

My research to define the term "leadership" has been difficult because it is abstract, broad, and subjective. Translating leadership discussions from English into tribal languages further complicates the subject. An in-depth study of leadership is usually limited to analyzing the tangible characteristics of individuals or organizations. A thorough understanding requires studying individual and collective values, norms, and beliefs. It also requires studying how an institution and community's objectives are prioritized and accomplished. In reality, understanding leadership requires comprehensively analyzing social, economic, and political factors and relationship dynamics.

The following list of resources, while admittedly incomplete, is intended to introduce the topic of educational leadership in Native-based organizations or communities. The list shows the limited material that is currently available and should reveal how Native researchers, funders, and institutions need to give more attention to the study of Native leadership.

Institutions/programs

There are too many institutions of higher education with programs referring to "leadership" to be included in this section. The programs with a mainstream theoretical leadership tint are numerous, and programs with a particular Native leadership emphasis are few. They also tend to be a small part of larger institutional programs and are usually offered as a sub-component of a broader focus on Native-related topics. There are a few institutions that provide in-depth "study" of American Indian leadership whether in education or otherwise. The following institutions have historically worked with Native educational leaders.

Penn State University at University Park, PA, offers an American Indian Leadership Program training in Indian education. Graduates are expected to step up to a higher level of service in Indian education, joining other "Penn Staters" who are leading the way throughout the United States. One of the many goals of the program is to provide education for the development of qualified administrators capable of managing contract schools, Bureau of Indian Affairs schools, Indian community colleges, other tribal or public schools serving Indian children, and other organizations, institutions, or government agencies concerned with the education of Indian people. Contact Penn State University, American Indian Leadership Program, 300 Rackley Building, University Park, PA 16802. Phone: 814-865-1487. Fax: 814-865-1480. Webpage www.ed.psu.edu/ailp.

The University of Oklahoma in Norman, OK has a program in Educational Leadership and Policy Studies. There are several graduate program areas, one of which is the American Indian Leadership in School Administration, a program intended to increase the number of American Indian principals in schools serving significant numbers of American Indian children. Contact Department of Educational Leadership and Policy Studies, Collins Hall, Room 227, 820 Van Vleet Oval, University of Oklahoma, Norman, OK 73019-0269. Phone: (405) 325-4202. Fax: (405) 325-2403. Webpage www.ou.edu/education/elps/elps.htm.

The Harvard University Graduate School of Education offers numerous professional development programs for educational leaders that a number of current tribal college administrators have attended. One popular one is the Management Development Program (MDP) for deans, directors, and other administrators interested in new ideas about critical management issues, budgeting, human resource management, planning, and effective leadership. Another program is the Institute for Educational Management (IEM), which is designed for the most senior-level administrators. It examines effective approaches to balancing internal and external leadership roles; leading in a changing context; articulating a powerful vision for your institution; and enlisting others in that vision. Contact Programs in Professional Education, Harvard Graduate School of Education, 14 Story Street, Cambridge, MA 02138. Phone: (800) 545-1849. Fax: (617) 496-8051. Webpage www.gse.harvard.edu/~ppe/.

Dissertations

Alicea, Jose Antonio (1995). Leadership and struggle: The Roxbury Community College presidency. (Doctoral Dissertation, Harvard University, 1997). Dissertation Abstracts International, 57(07), 2820A. (University Microfilms No. AAT96-38783)

Baynum, Thomas Bruce (2000). An analysis of the content of community college leadership programs in the United States: A Delphi study. (Doctoral Dissertation, Baylor University, 2000). Dissertation Abstracts International, 61(06), 2157A. (University Microfilms No. AAT99-76809)

Begay, Manley Alan, Jr. (1997). Leading by choice, not chance: Leadership education for Native chief executives of American Indian nations. (Doctoral Dissertation, Harvard University, 1997). Dissertation Abstracts International, 58(08), 2955A. (University Microfilms No. AAT98-07231)

Donnelly, Joseph C., Jr. (1996). College presidents: Leadership and longevity. (Doctoral Dissertation, Harvard University, 1996). Dissertation Abstracts International, 57(07), 2892A. (University Microfilms No. AAT96-38739)

Fowler, Verna M. (1992). Leadership of American Indian presidents of accredited tribally chartered community colleges. (Doctoral Dissertation, University of North Dakota, 1993). Dissertation Abstracts International, 53(12), 4147A. (University Microfilms No. AAT93-12402)

George, Charles Thomas (2001). The role of technology and leadership in the strategic planning process of public Great Lakes Community Colleges. (Doctoral Dissertation, University of South Dakota, 2001). Dissertation Abstracts International, 62(03), 888A. (University Microfilms No. AAT30-07061)

Johnson, V. (1997). Weavers of change: Portraits of Native American women educational leaders. (Doctoral Dissertation, Michigan State University, 1997) Dissertation Abstracts International, 59(01), 36A. (University Microfilms No. AAT98-22466)

Souers, Twila Jeanne (1992). Circles of power: Life histories of Native American Indian women elders in education. (Doctoral Dissertation, University of Oregon, 1993). Dissertation Abstracts International, 53(10), 3462A. (University Microfilms No. AAT93-05237)

Thomas, Noreen Mae (1998). The new generation of leadership: Developing leadership effectiveness through performance management. (Doctoral Dissertation, University of Texas at Austin, 1999). Dissertation Abstracts International, 59(09), 3313A. (University Microfilms No. AAT99-05852)

Articles

Ambler, Marjane (1992). Women leaders in Indian education. Tribal College Journal of American Indian Higher Education, 3(4), 10-15.

Anderson, Joseph S. & Smith, Dean Howard (1998). Managing tribal assets: Developing long-term strategic plans. American Indian Culture and Research Journal, 22(3), 139-56.

Appelson, Wallace B. (1994, July). We are all related: A model for successful collaboration in American Indian education. Paper presented at "Leadership 2000," the Annual International Conference of the League for Innovation in the Community College and the Community College Leadership Program, San Diego, CA.

Bryant, Miles T. (1998). Cross-cultural understandings of leadership: Themes from Native American interviews. Educational Management & Administration, 26(1), 7-20

Capper, Colleen (1990, April). Exploring community influences on leadership and reform: A micro-level and macro-level analysis of poverty and culture. Paper presented at the Conference of the American Educational Research Association, Boston, MA.

Chance, Edward W. (1992). BIA/contract school administrators: A profile. Rural Educator, 13(2), 5-10.

Chance, Edward W. & Ristow, Robert (1990). Perceptions of BIA and contract school principals towards building level administrative/leadership roles: Implications for at-risk Native American students. Paper presented at the Annual Meeting of the Northern Rocky Mountain Educational Research Association, Greeley, CO.

Cornell, Stephen, (2000). Enhancing rural leadership and institutions. Full text at Web site http://www.kc.frb.org/PUBLICAT/beyond/beyondmain.htm.

Eagleeye, Dan, & Stein, Wayne, (1993). Learned leadership: Preparing the next generation of Tribal College administrators. Tribal College Journal of American Indian Higher Education, 5(2), 33-36.

Finley, Vernon (1997). Designing a cultural leadership program. Tribal College Journal of American Indian Higher Education, 9(2), 19-22.

Fugate, Sandy, (1996). The Kellogg Foundation: Building leadership. Winds of Change, 11(2), 44-46.

Hill, Norbert S., Jr. (1995) A community road ahead: American Indian leadership 2000. Winds of Change, 10(2), 22-23.

Hill, Norbert S., Jr. (1995) The enemy within. The second in a series of essays on Indian leadership. Winds of Change, 10(3), 70-73.

Hill, Norbert S., Jr. (1995). A safe camp. The third in a series of essays on Indian leadership. Winds of Change, 10(4), 38-41.

Hoxie, Frederick E., (1986). The history of American Indian leadership: An introduction. American Indian Quarterly, 10(1), 1-3.

Krumm, Bernita. (1997). Leadership reflections of women Tribal College presidents. Tribal College Journal of American Indian Higher Education, 9(3), 24-28.

Krumm, Bernita L. (1995). Tribal colleges: A study of development, mission, and leadership. ERIC Identifier: ED404064, EDRS Availability: Microfiche, Paper.

Krumm, Bernita L. (1996). The role of cultural understanding in school leadership. ERIC Identifier: ED404743, EDRS Availability: Microfiche, Paper.

Lynch, Patrick D. & Charleston, Mike (1990). The emergence of American Indian leadership in education, Journal of American Indian Education, 29(2), 1-10.

Malloy, D. C. & Nilson, R. N. (1991). Leadership preferences of Indian and non-Indian athletes. Canadian Journal of Native Education, 18(1), 33-41.

Napier, L. A. (1995). Educational profiles of nine gifted American Indian women and their own stories about wanting to lead. Roeper Review, 18(1), 38-44.

Ryan, Ken & Shanley, Jim, (1993). Wise men and elegant speakers: Reflecting on traditional Assiniboine leadership. Tribal College Journal of American Indian Higher Education, 5(2), 12-15.

Simms, Muriel (2000). Impressions of leadership through a Native woman's eyes. Urban Education, 35(5), 637-44.

Shields, Carolyn M. (1996). Creating a learning community in a multicultural setting: Issues of leadership. Journal of School Leadership, 6(1), 47-74.

Tippeconnic III, John W., (1991). The education of American Indians: Policy, practice and future direction. In Donald E.Green & Thomas V. Tonnesen (Eds) Ethnicity and public policy series: Vol. IX. American Indians: Social justice and public policy. Milwaukee, WI: University of Wisconsin System, Institute on Race and Ethnicity.

Trahant, Mark N. (1997). Mark of leadership: Honoring the peaceful chiefs. Native Americas, 14(4), 58-61.

Warner, Linda Sue (1992, March). Matriarchal decision-making. Paper presented at the "Colors of the Heart" Conference of the National Association for Women in Education, San Antonio, TX.

Warner, Linda Sue (1991, June). Red women, white policy: American Indian women and Indian education. Paper presented at the Women and Society Conference, Poughkeepsie, NY.

Citations from Leadership Quarterly

The following citations are from the Leadership Quarterly, an International Journal of Political, Social and Behavioral Science, a publication featuring scholars who investigate various aspects of researchable leadership concepts. It publishes leadership research and applications and has a global reach. The journal reviews a broad range of leadership topics on a rotating basis and emphasizes cutting edge research through special issues.

Dynamics of charismatic leadership - a process theory, simulation model, and tests. (2001). Leadership Quarterly, 12(1), 75-112.

Leadership development: review in context. (2000). Leadership Quarterly, 11(4) 581-613.

Transforming leadership (2000). Leadership Quarterly, 11(3), 425-426.

Leadership skills: introduction and overview (2000). Leadership Quarterly, 11(1), 5-9.

Development of leadership skills: experience and timing (2000). Leadership Quarterly, 11(1), 87-114.

Charismatic leadership: strategies for effecting social change (1999). Leadership Quarterly, 10(3), 449-482.

Leadership - theory and practice (1998). Leadership Quarterly, 9(4), 530-533.

The warrior model of leadership - classic perspectives and contemporary relevance (1998). Leadership Quarterly, 9(3), 321-332.

Two scholars views of some nooks and crannies in cross-cultural leadership (1997). Leadership Quarterly, 8(4), 343-354.

Leading with soul (1996). Leadership Quarterly, 7(4), 527-529.

Books

Ah Nee-Benham, Maenetta K. P. & Cooper, Joanne E. (1998). Let my spirit soar: Narratives of diverse women in school leadership. Thousand Oaks, CA: Corwin Press.

Bennis, Warren (1989). Leaders. New York, NY: Addison-Wesley.

Bennis, Warren (1989). On becoming a leader. New York, NY: Addison-Wesley.

Burns, James MacGregor (1978). Leadership. New York, NY: Harper & Row.

Coles, Robert (2000). Lives of moral leadership. New York, NY: Random House.

Covey, Stephen R. (1992). Principle-centered leadership. New York, NY: Simon & Schuster.

Dietel, J. Edwin (1996). Leaders' digest: A review of the best books on leadership. Chicago, IL: American Bar Association.

Dilenschneider, Robert L. (1994). On power. New York, NY: Harper Business, a Division of HarperCollins.

Fairholm, Gilbert W. (1993). Organizational power politics: Tactics in organizational leadership. Westport, CT: Praeger.

Gardner, Howard (1995). Leading minds: An anatomy of leadership. New York, NY: Basic Books.

Heifetz, Ronald (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.

Helgesen, Sally (1990). The female advantage: Women's ways of leadership. New York: Bantam Doubleday Dell.

Kotter, John P. (1990). A force for change: How leadership differs from management. New York: Free Press.

McLean, J.W. & Weitzel, William (1991). Leadership: Magic, myth, or method. New York : Amacom.

Northouse, Peter G. (1997). Leadership: Theory and practice burns. Thousand Oaks, CA: Sage Publications.

O'Toole, James (1995). Leading change: Overcoming the ideology of comfort and the tyranny of custom. San Francisco: Jossey-Bass.

Schein, Edgar H. (1990). Organizational culture and leadership. San Francisco, CA: Jossey Bass Publishers.

Vaughan, George B. (2000). Balancing the presidential seesaw: Case studies in community college leadership. Washington, DC: Community College Press.

Vaughan, George B. & Weisman, Iris M. (1998). The community college presidency at the millennium. Washington, DC: Community College Press.

Vaughan, George B. & Mellander, Gustavo A.& Blois, Beverly (1994). The community college presidency: current status and future outlook. Washington, DC: American Association of Community Colleges, National Center for Higher Education.

Vaughan, George B. (1992). Dilemmas of leadership: Decision making and ethics in the community college. Jossey-Bass Higher and Adult Education Series.

Vecchio, Robert P., Ed. (1997). Leadership: Understanding the dynamics of power and influence in organizations. Notre Dame, IN: University of Notre Dame Press.

Tim Begaye (Navajo) is a research associate with the Harvard Project on American Indian Economic Development and is a teaching fellow at the John F. Kennedy School of Government. He is completing his dissertation at Harvard University Graduate School of Education on how education leaders define and implement leadership concepts in American Indian communities. He has conducted research on Native leadership issues in several settings: business, government, and education.