Leadership in Papua New Guinea: an exploratory study of age barriers and leadership styles

Abstract

Leadership style and age barriers in Papua New Guinea (pNG) are examined. 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 (Baker, 1997; Cheung & Chan, 2008; 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 in emerging nations (Tivinarlik et ai., 2006). The paper reports that existing leadership styles remain flrmly rooted in traditional customs, values, practices, and age barriers. However, 'Western' leadership paradigms are influencing contemporary organisational leadership practices and styles. Limitations and further research are considered.