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Traditional midwifery or 'wise women' models of leadership: Learning from Indigenous cultures

机译：传统的助产或“明智妇女”领导模式：向土著文化学习

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摘要

This article originated in a leadership program for Indigenous(1) Australian researchers, where a participant who had worked with traditional midwives in South Sudan reflected on her experiences. While there is increasing interest in how leadership studies can learn from Indigenous leadership experiences, much of this work has focused on men's experiences or has not paid particular attention to women's leadership. In this article, we suggest that women's experience as traditional midwives or 'wise women' has been a crucial domain of leadership over millennia. We begin by describing the features of traditional women's leadership through midwifery before reviewing Indigenous and non-Indigenous leadership theories. Drawing on published and unpublished sources, four principles of midwifery leadership are identified: being a leader who empowers and frees others with 'no one person wiser than the other'; embodying wisdom and ethical practice which nurtures social, cultural and spiritual needs of women and mentors the next generation by 'walking together'; being competent and skilled as well as emotionally attuned ('feeling the job') to engender trust and calm which is crucial to birth, 'depending on each other but looking to her to be in charge' and paying attention and being responsive to emergent change and unfolding present reality rather than being prescriptive, 'using her knowledge to adjust the situation'. While these emphases are recognisable as part of several ancient wisdom traditions, we suggest that they connect to, and have relevance for, emerging leadership thinking and practice beyond the midwifery or medical context, for men as well as women and for non-Indigenous and Indigenous leadership alike.
机译：本文源自针对澳大利亚土著人（1）研究人员的领导力计划，其中一名与南苏丹传统助产士一起工作的参与者对她的经历进行了反思。尽管人们对领导力研究如何从土著领导力经验中学习的兴趣日益浓厚，但这项工作大部分集中在男性的经验上，或者没有特别关注女性的领导力。在本文中，我们建议，妇女作为传统助产士或“明智妇女”的经历是几千年来领导的重要领域。我们首先通过助产来描述传统女性领导力的特征，然后再回顾土著和非土著领导力理论。借助公开和未公开的资料，确定了助产士领导力的四项原则：成为领导者，以“没有一个人比另一个人更聪明”来赋权和释放他人；体现智慧和道德实践，通过“走到一起”来培养下一代妇女和指导者的社会，文化和精神需求；胜任的能力和技巧，以及情感上的调适（“感觉上的工作”），以产生对出生至关重要的信任和镇定，“相互依赖，但希望她负责”，并注意和应对突发变化并利用她的知识来调整现状来展现当前的现实，而不是规定性的。尽管这些重点已被视为几种古老智慧传统的一部分，但我们建议，它们与助产士或医学领域以外的新兴领导者思维和实践（对于男性和女性以及非土著和土著人）联系在一起并具有相关性。领导都一样。

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  • 来源
    《Leadership》 |2016年第3期|346-363|共18页
  • 作者

    Chamberlain Catherine; Fergie Doseena; Sinclair Amanda; Asmar Christine;

  • 作者单位

    Univ Melbourne, Ctr Hlth Equ, Melbourne Sch Populat & Global Hlth, Level 4,207 Bouverie St, Carlton, Vic 3010, Australia|Baker IDI Heart & Diabet Inst, Aboriginal Hlth Domain, Prahran, Australia;

    Australian Catholic Univ, Fitzroy, Vic, Australia;

    Univ Melbourne, Melbourne Business Sch, Carlton, Vic, Australia;

    Univ Melbourne, Murrup Barak Melbourne Inst Indigenous Dev, Carlton, Vic, Australia;

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  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

    Leadership; wisdom; women; Indigenous; midwives; Aboriginal;

    机译：领导;智慧;妇女;土著;助产士;原住民;

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