Chappie Te Kani, a leader with a strong background in Māori development and

public service, was appointed as the Chief Executive of Oranga Tamariki—

Ministry for Children in New Zealand in 2021. His leadership is deeply rooted in
his cultural heritage as a Māori, and he has focused on improving outcomes for
Māori children, who represent a significant portion of those under the care of
Oranga Tamariki. This report explores Te Kani’s leadership style, responsibilities,
and the challenges he faces in this role. It also examines his communication
style, the cultural context in which he operates, and how his leadership aligns
with theories such as Social Identity Theory and Indigenous Leadership.
The report is structured into several sections, beginning with an introduction to
Te Kani’s background and the context of his leadership. This is followed by a
discussion of the methods used to research his leadership. The findings section
then reviews the evidence of his leadership approach, including the challenges
he faces and the changes he is leading within Oranga Tamariki. The discussion
section applies relevant leadership theories to analyze Te Kani’s leadership style
and its outcomes. Finally, the report concludes with a personal reflection on the
lessons learned from Te Kani’s leadership.
Method (200 words)
The research for this report was conducted using a qualitative approach, focusing
on secondary sources such as company reports, press releases, online
interviews, and academic literature. The first step involved gathering background
information on Chappie Te Kani, including his career history and his role at
Oranga Tamariki. Sources were selected based on their relevance, credibility, and
the depth of information they provided. Government reports, official press
releases, and reputable news articles were prioritized to ensure accuracy.
The next step involved analyzing Te Kani’s leadership style and approach using
leadership theories discussed in the course. This included examining his
communication style, his interactions with stakeholders, and his strategies for
leading change within Oranga Tamariki. The Social Identity Theory of leadership
and Indigenous Leadership theories were applied to contextualize his leadership
within the cultural and organizational environment of Oranga Tamariki. The
findings were then summarized to highlight key aspects of Te Kani’s leadership
and the challenges he faces. The reliability of the information was cross-checked
by comparing details from multiple sources to ensure consistency and accuracy.
Findings (500 words)
Challenges and Stakeholders Chappie Te Kani faces significant challenges in
his role as the Chief Executive of Oranga Tamariki. The agency has been under
intense public scrutiny for its handling of cases involving Māori children, who are
disproportionately represented in its care. One of the major challenges is
rebuilding trust with Māori communities, who have historically viewed the agency
with suspicion and concern due to its perceived cultural insensitivity (Oranga
Tamariki, 2023).
Te Kani's role involves managing relationships with a wide range of stakeholders,
including the government, Māori communities, social workers, and the children
and families served by Oranga Tamariki. His responsibility is to ensure that the
agency's policies and practices are culturally responsive and that they effectively
address the needs of vulnerable children. The government, as a key stakeholder,
expects him to deliver measurable improvements in the agency's performance,
particularly in reducing the number of Māori children in state care (New Zealand
Government, 2022).
Leadership Behaviors and Communication Te Kani's leadership is
characterized by a strong commitment to transparency and cultural
responsiveness. His communication style is open and honest, often
acknowledging the challenges facing Oranga Tamariki while outlining the steps
being taken to address them. For instance, in a recent public statement, Te Kani
emphasized the importance of rebuilding trust with Māori communities and
outlined specific initiatives aimed at empowering local decision-making (Oranga
Tamariki, 2023).
His leadership approach also reflects a value-based leadership style, where
decisions are guided by core values such as equity, justice, and respect for
cultural diversity. This is evident in his efforts to reform the agency's practices to
be more aligned with Māori values and to ensure that Māori voices are central in
decision-making processes. Te Kani has also been proactive in engaging with
community leaders and stakeholders to co-create solutions, demonstrating a
relational leadership approach that emphasizes the importance of collaboration
and partnership (Ministry for Children, 2023).

Discussion (600 words)

Social Identity Theory and Prototypical Leadership Chappie Te Kani’s
leadership can be analyzed using the Social Identity Theory of leadership, which
suggests that effective leaders are those who are seen as prototypical of the
group they lead. Te Kani’s alignment with this theory is evident in his efforts to
represent and advocate for Māori communities within Oranga Tamariki. His
cultural background and previous roles in Māori development reinforce his image
as a leader who embodies Māori values and aspirations, making him a
prototypical leader in the eyes of Māori stakeholders (Haslam et al., 2020).
Te Kani’s leadership is seen as culturally legitimate, which is crucial in a role that
involves the welfare of a significant number of Māori children. His commitment to
empowering local communities by devolving decision-making authority aligns
with the collective leadership values in Māori culture, where leadership is often
seen as a shared responsibility. This approach resonates with the principles of
Social Identity Theory, as it reinforces Te Kani’s position as a leader who
embodies the identity and values of the group he serves (Hogg, 2001).
However, Te Kani also faces challenges in maintaining his prototypical status.
The ongoing criticism of Oranga Tamariki, particularly concerning its handling of
cases involving Māori children, threatens to undermine his leadership. When the
agency is seen as failing to protect vulnerable children, it can erode the trust
that Māori communities place in Te Kani, regardless of his cultural alignment.
This situation highlights a critical tension in Social Identity Theory: the leader’s
prototypical status can be contingent on the organization’s success or failure
(Haslam et al., 2020).
Indigenous Leadership Theories and Relational Leadership Indigenous
leadership theories, particularly those emphasizing collective and relational
leadership, are also relevant in analyzing Chappie Te Kani’s approach. These
theories highlight the importance of relationships, community engagement, and
shared leadership, which are central to Māori leadership models (Spiller et al.,
2015).
Te Kani’s leadership can be understood through the lens of relational leadership,
which emphasizes the importance of relationships between leaders and
followers, as well as between the organization and the broader community. His
focus on building partnerships with Māori communities and devolving decision-
making authority reflects a relational approach. This approach is crucial in the
context of Oranga Tamariki, where the agency’s history of intervening in Māori
families has often been seen as culturally insensitive and paternalistic (Ministry
for Children, 2023).
However, implementing a relational leadership model within a government
agency like Oranga Tamariki is not without its challenges. Bureaucratic
constraints, the need for accountability, and the pressures of public scrutiny can
all limit the extent to which Te Kani can fully realize a relational leadership
model. Additionally, the deep-seated mistrust between Māori communities and
government agencies means that building and maintaining these relationships
requires ongoing effort and cannot be achieved through a single initiative (Sloan
et al., 2022).
Value-Based Leadership Chappie Te Kani’s leadership behaviors can also be
analyzed through the lens of value-based leadership, which emphasizes the
importance of aligning leadership actions with core values. Value-based
leadership is about leading with integrity, transparency, and a commitment to
ethical principles, which are evident in Te Kani’s approach (Fisher & Sitkin, 2023).
Te Kani’s leadership demonstrates a strong alignment with value-based
leadership principles. His commitment to transparency is evident in his
communication style, where he openly acknowledges the challenges facing
Oranga Tamariki and takes responsibility for addressing them. This transparency
is crucial in rebuilding trust with the public and stakeholders, particularly in an
organization that has faced significant criticism for its past actions (New Zealand
Government, 2022).
Personal Reflection (300 words)
Reflecting on Chappie Te Kani’s leadership, it is clear that he embodies many of
the traits and behaviors associated with effective leadership, particularly in a
complex, culturally sensitive environment. His commitment to transparency,
community engagement, and cultural responsiveness are all commendable and
align with best practices in public sector leadership.
One of the most significant lessons from Te Kani’s leadership is the importance of
aligning leadership actions with core values. In an organization like Oranga
Tamariki, where trust and credibility are paramount, leading with integrity and a
clear commitment to ethical principles is crucial. Te Kani’s approach
demonstrates that value-based leadership can be a powerful tool for driving
change, even in the most challenging circumstances (Fisher & Sitkin, 2023).
However, Te Kani’s leadership also highlights the difficulties of leading in a high-
pressure, high-stakes environment. The challenges he faces in balancing the
need for immediate results with the pursuit of long-term, systemic change are a
reminder that leadership is often about navigating tensions and trade-offs.
Effective leadership requires not only a clear vision and strong values but also
the resilience to withstand criticism and the strategic thinking to balance
competing demands.
From a personal perspective, studying Te Kani’s leadership has reinforced the
importance of cultural awareness and sensitivity in leadership. In a globalized
world where leaders increasingly operate in multicultural contexts, the ability to
understand and respect different cultural perspectives is essential. Te Kani’s
leadership at Oranga Tamariki is a powerful example of how cultural competence
can enhance leadership effectiveness and foster positive change.
Conclusion (continued, 100 words)
Chappie Te Kani’s leadership at Oranga Tamariki is characterized by a
commitment to transparency, cultural responsiveness, and value-based decision-
making. His approach reflects both the challenges and opportunities of leading in
a complex, culturally sensitive environment. While the outcomes of his initiatives
are still unfolding, his focus on aligning the agency’s practices with Māori values
and empowering local communities demonstrates a clear strategic vision. Te
Kani’s leadership provides valuable insights into how leaders can navigate the
complexities of public sector leadership while staying true to their cultural and
ethical principles.
References
Fisher, B. A., & Sitkin, S. B. (2023). Theories of leadership: An introductory
perspective. McGraw-Hill Education.
Haslam, S. A., Reicher, S. D., & Platow, M. J. (2020). The new psychology of
leadership: Identity, influence, and power (2nd ed.). Routledge.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social
Psychology Review, 5(3), 184-200.
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https://www.orangatamariki.govt.nz/assets/Uploads/About-us/Corporate-reports/
Annual-Report-2023.pdf
New Zealand Government. (2022). Chappie Te Kani appointed Chief Executive of
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appointed-chief-executive-oranga-tamariki
Oranga Tamariki. (2023). Chief Executive's Statement: Strengthening
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executive-statement-2023/
Sloan, M. M., Kang, Y., & Avendano, R. (2022). Relational leadership: The role of
social networks in leading organizational change. Leadership Quarterly, 33(4),
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Spiller, C., Barclay-Kerr, H., & Panoho, J. (2015). Wayfinding leadership:
Groundbreaking wisdom for developing leaders. Huia Publishers.