Civic leadership, emotions and social change: decolonial ethnographic research on an American Indian non-profit organisation

Abstract

The non-profit sector in the United States (US) plays a key role in reproducing racism and classism. These two systems of oppression within non-profits mirror colonialism since their agendas and decisions about their implementation are made by elites rather than by people directly affected by the issues at hand. Through a case study of a Native American non-profit organisation in the north-west of the US, this article explores how emotions, particularly the processes through which people regulate emotions, can be used as resources for social change. Drawing on decolonial theory and combining critical non-profit and leadership studies, the research included observations, the gathering of artefacts and 13 interviews/conversations with individuals and groups. This article offers leadership strategies and actions for decolonising structures of the non-profit sector using emotions as assets for meaning-making, communication and resistance. Two central findings emerge: (a) emotions can change the dominant script; and (b) emotions can be used to resist, raise voices and contribute to social change. These findings bring new perspectives and nuances to better understand public leadership within postcolonial societies and are especially relevant for non-profit organisations led by marginalised social groups that have initiated collective struggles of social change to decolonise American society.