Executive Leadership In New Zealand: A Monocultural Construct
The purpose of this paper is to report on a 'Comeback theme' in a study that examined the Chief Executive Officer (CEO) role in New Zealand. This paper was approached from a constructivist grounded perspective. The paper sample comprised 30 participants: 22 CEOs and 8 non-CEO executives. The criterion for inclusion was that the individual was currently or had previously been a CEO in a large New Zealand organisation. The findings identified an absence of any reference to Maori CEOs or executive leaders. In the paper, the CEO role surfaced as a monoculture construct framed by the exogenous models of leadership that have developed from the research conducted in North America and Europe.