Weaving innovation with cultural responsibility in te ao hou
In many contemporary leadership contexts, creativity is celebrated as an individual gift — a spark of originality that sets one person apart. In traditional Māori thought, however, a talent for creativity (pūmanawa) is not solely an individual’s good fortune, but the collective wealth of the kin group, the iwi, and the community (Mead, 2003). Its role is not only to inspire, but to enhance the quality of life, transform the environment, and apply the stamp of culture upon the world we move in.
Such creativity thrives when surrounded and elevated by tikanga, which gives it meaning, significance, and integrity (Mead, 2003). Structure — when aligned with kaupapa — does not stifle innovation. Instead, it acts as a catalyst, shaping the conditions in which creativity can emerge, evolve, and contribute to lasting impact.
The writing Mead (2003) presents centres on creativity in many forms — from tā moko, raranga, tukutuku, and whakairo, to the artistry of those working with whalebone, greenstone, and other materials. He notes that it is difficult to limit the opportunities for creative people to apply and exercise their talents. While Mead describes these traditional and artistic expressions, I am posing that the same principles apply to creativity and creative thinking in kaupapa-aligned leadership — where innovation and transformative leadership are woven from ideas, relationships, and strategies that can equally enhance the collective.
Pérez de Cuéllar (1996, as cited in Mead, 2003) reminds us that while everyone is potentially creative, the spark is so rare it must be nurtured wherever it appears. In leadership, this means fostering environments that encourage experimentation, reflection, and the cross-pollination of ideas — not for novelty’s sake, but to generate outcomes that benefit the collective and uphold oranga tonutanga (intergenerational wellbeing).
In many ways, these same conditions underpin transformational leadership — an approach that draws strength from vision, creativity, and the ability to inspire change. Research has shown that Māori leaders in Aotearoa are often perceived to display transformational leadership behaviours at a high level (Pfeifer & Love, 2004; Katene, 2010; Steinmann, 2020). Transformational leadership emphasises vision, relational connection, and the capacity to inspire others toward shared purpose — qualities that align naturally with the relational, values-based nature of kaupapa-aligned leadership. While these traits are not exclusive to Māori leaders, the research highlights how cultural grounding can amplify leadership behaviours that prioritise collective wellbeing, foster trust, and encourage innovation.
This is the same grounding that underpins Manu Hōmiromiro: Poutama Insights — a kaupapa Māori strategic thinking system I developed to elevate leadership capability, deepen cultural insight, and embed collective intelligence through aligned decision-making. This wānanga experience cultivates clarity, discernment, and coherence — where insight is not only gathered, but deliberately woven into the way leadership is enacted, relationships are strengthened, and purposeful action is taken. The system centres on seven Thinking Rhythms, each expressing a distinct mode of cognitive intelligence shaped by atua, elemental energies, manu archetypes, and core values. These rhythms are not fixed traits, but dynamic intelligences of perception, integration, and activation that can be consciously cultivated and embodied over time — enabling leaders to navigate complexity with agility, cultural clarity, and a creative, strategic edge.
In te ao hou (the new world), where complexity and change are constants, creative thinking becomes a critical leadership capacity. It is the ability to generate new ideas, make unexpected connections, and imagine alternative pathways — while ensuring that innovation remains grounded in whakapapa, kaupapa, and the values that sustain relational integrity. Generative thought in this sense is not a departure from discipline; it is strengthened by structure as tikanga. When creative energy and strategic frameworks are held in balance, leaders are able to navigate uncertainty with both agility and cultural clarity.
Reflection for Leaders
How do you intentionally pair creativity and structure in your leadership — so that innovation serves not only present needs, but the collective good for generations to come?
Further Reading
Mead, H. M. (2003). Tikanga Māori: Living by Māori values. Huia Publishers.
References
Katene, S. (2010). Modelling Māori leadership: What makes for good leadership? MAI Review, (2), 1–16. https://www.journal.mai.ac.nz/index.php/maireview/article/824
Mead, H. M. (2003). Tikanga Māori: Living by Māori values. Huia Publishers.
Pfeifer, D., & Love, M. (2004). Leadership in Aotearoa New Zealand: A cross-cultural study. Prism, 2(1), 1–14. https://www.prismjournal.org/uploads/1/2/5/6/125661607/v2-no1-a5.pdf
Steinmann, M. (2020). Exploration of the contribution and limits of non-Māori leadership within Māori communities: A research thesis on cross cultural leadership and cultural intelligence (Unpublished master’s thesis). Unitec Institute of Technology. https://hdl.handle.net/10652/4948
Image credit: Tahere, K. (2025). Used with permission.
Author: Megan Tahere. (2025).