LEADERSHIP AND ABORIGINAL RECONCILIATION

Calls for greater leadership on the issue of Aboriginal reconciliation are often vague about what they actually mean by ‘leadership’. The most appropriate lens through which to regard leadership on the issue of reconciliation is not the usual notion of leadership‐as‐influence, but instead the theory of ‘adaptive leadership ’, developed by Harvard professor Ronald Heifetz. Applying these ideas to the problems of Aboriginal reconciliation, 1 propose four principles that might promote progress on this difficult and complex issue.