Age barriers and leadership styles in Papua New Guinea

Abstract

This research examines leadership style and leadership age barriers in the Papua New Guinean (PNG) context. The context (Avery, 2006; Osland, 2000; Prideaux, 2006), issues, and styles of leadership in developing countries, and PNG in particular, have received scant attention by researchers, resulting in considerable deficiencies in our understanding (Baker, 1997; Hay & Hodgkinson, 2005; Rost, 1991; Tivinarlik & Wanat, 2006). Also, extreme linguistic and cultural diversity, coupled with diverse local cultural systems and social organisations has resulted in a complex blend of traditional and contemporary leadership styles and practices (Tivinarlik et al., 2006). Frequently, tradition holds leadership to be a birth right, restricted by age, or through inheritance, whilst many elders believe that leadership is 'rightfully theirs' (Essacu, 2005). The paper reports that traditional leadership style and age barriers are slowly giving way to leadership practices based on 'Western' approaches of knowledge, experience, and qualification; however, traditional customs, values, and leadership styles appreciably influence contemporary organisational leadership. Limitations and further research are considered.