Female leadership styles in Fijian social enterprises

This paper reports the preliminary results of a study examining the contextual effects on female leaders of Fijian social enterprises. Drawing on accounts of practice described by four female leaders, we find leadership in these social enterprises is oriented towards social inclusion, helping, complying and instruction. Female leadership in this context is influenced by Fijian societal norms and practices in a traditional patriarchal society that is undergoing institutional change in relation to gender development. To achieve specific goals, these four leaders combine different forms of leadership which correspond to Goleman’s (2000) democratic, affiliative, coercive and authoritative approaches. We propose this hybrid style of leadership represents acceptable ways of leading as it is consistent with Fijian societal norms, yet female leadership is likely to adjust as these norms change over time.