Being (im)polite in New Zealand workplaces: Māori and Pākehā leaders

Abstract

This paper investigates the ways in which leaders in ethnically diverse workplaces in New Zealand construct themselves as effective leaders in interaction with subordinates, whilst also taking account of the politeness norms of their specific workplaces. Case studies of two leaders, one from a Pākehā and one from a Māori workplace, illustrate that shared ethnic values and attitudes impact on the behaviour of all members of the leaders’ communities of practice. The analysis of meeting openings and the use of contestive humour demonstrate that what is considered appropriate behaviour in one organisational context, and what is perceived as constituting polite behaviour by group members, may be considered inappropriate and even impolite by members of another organisation. By behaving in ways that are in accordance with the norms developed in their ‘ethnicised’ communities of practice, leaders and other organisational members reinforce, maintain and shape these politeness norms.