value based management, ethic of care, Indigenous business, Maori business, sustainability, relational wellbeing and wealth, stakeholder theory,

Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders. We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The Māori economy is a globally connected, prosperous, and profitable sector of the New Zealand economy. By drawing on Māori values, we present a wisdom position through an ethic of kaitiakitanga or stewardship to emphasize and illustrate the interconnectedness of life in a woven universe. Through practicing kaitiakitanga, organizations can build businesses where wisdom is consciously created through reciprocal relationships. In this worldview of business, humans are stewards endowed with a mandate to use the agency of their mana (spiritual power, authority, and sovereignty) to create mauri ora (conscious well-being) for humans and ecosystems-and this commitment extends to organizations.

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Collective leadership is cast as a new and emerging paradigm. However, for many Indigenous communities, collective leadership has been a way of life through the millennia. Where mainstream models of collective leadership focus on what people do, think, and feel in the here and now, we argue such an approach ignores contributions of other generations. The Māori ecosystems view set out in this article positions a revolutionary departure from previous work on collective leadership because of the extraordinary set of relationships it encompasses, including those across generations and across living and non-living entities. Meeting this special issue’s call for innovative research methodologies, our work is informed by the ancient practice of wānanga, which challenges secular, reductionist, quantitative research. Wānanga traverses time and space and involves a quality of consciousness that brings forth an integrated collective intelligence. Inquiring into three watershed leadership moments, we show that collective Māori leadership is an ecosystem held together by activating a knowledge code, cultivating ties of affection, and working the tensions. Unlike the ‘new broom sweeps clean’ approach where incoming leaders tend to discard the work of predecessors, true collective leadership is an integrated ecosystem sustained from one generation of leadership to the next.

Along with increasing interest from both leadership scholars and organizational members in the concept of 'authenticity' as it applies to leadership, critique of the dominant way in which authentic leadership is theorized is also on the rise. In particular, recent empirical accounts of individuals attempting to enact authentic leadership reveal the difficulties associated with doing so, especially in relation to current theorizing's emphasis on leaders' display of predominantly positive, pro-social behaviours. This paper enriches current theorizing by introducing Carl Jung's notion of 'individuation' as a journey through which shadow aspects of the self can be incorporated into, rather than dismissed from the act of leading. Such a construction develops current authentic leadership theorizing by 1) highlighting the limits of conscious decision making in relation to behavioural choices and recognizing the powerful influence the unconscious exerts on thoughts and actions, 2) proposing that authenticity is achieved through integrating less desirable aspects of the self rather than repressing them, and 3) appreciating the role of the collective in creating an authentic sense of self, rather than valorising individual self-knowing as authenticity's sole source. By enlarging the authentic leadership construct from this perspective, the paper provides a psychologically robust, if developmentally challenging, means by which those aspiring to bring something of their 'real' selves into their enactment of leading might do so.