Adopting an Interactional Sociolinguistic approach, this article focuses on one Māori male manager working in an ethnicised Māori workplace and examines the way he adapts his interaction patterns in meetings where he takes on different roles. The role of chair requires being much more active than when simply attending as a member of the team, while the additional responsibility of “acting CEO” adds extra interactional obligations and expectations. Team norms are important, these being constrained by the cultural context, and the analysis demonstrates how the focus participant’s adaptation of his interaction patterns reflects Māori norms and the values underlying these.
BelichJ. (1996). Making peoples: A history of the New Zealanders from the Polynesian settlement to the end of the nineteenth century. Auckland, NZ: Penguin.
2.
BellA. (2016). Succeeding waves: Seeking sociolinguistic theory for the twenty-first century. In CouplandN. (Ed.), Sociolinguistics: Theoretical debates (pp. 391-416). New York, NY: Cambridge University Press.
3.
Bönisch-BrednichB. (2008). Watching the Kiwis: New Zealander’s rules of social interaction—An introduction. Journal of New Zealand Studies Special Issue: Watching the Kiwis, 6, 3-15.
4.
BoxerD.Cortés-CondeF. (1997). From bonding to nipping to biting: Conversational joking and identity display. Journal of Pragmatics, 27, 275-294.
5.
BucholtzM.HallK. (2005). Identity and interaction: A sociocultural linguistic approach. Discourse Studies, 7, 585-614.
6.
BurrV. (2015). Social constructionism. London, England: Routledge.
7.
CameronD.FrazerE.HarveyP.RamptonM. B. H.RichardsonK. (1992). Researching language. Issues of power and method. London, England: Routledge.
8.
ConnellR. W. (1987). Gender and power: Society, the person, and sexual politics. Stanford, CA: Stanford University Press.
9.
GordonC.KrautJ. (2018). Interactional sociolinguistics. In VineB. (Ed.), The Routledge handbook of language in the workplace (pp. 3-14). Abingdon, UK: Routledge.
10.
GreavesL.HoukamauC.SibleyC. (2015). Māori identity signatures: A latent profile analysis of the types of Māori identity. Cultural Diversity & Ethnic Minority Psychology, 21, 541-549.
11.
GumperzJ. J. (1999). On interactional sociolinguistic method. In SarangiS.RobertsC. (Eds.), Talk, work and institutional order: Discourse in medical, mediation, and management settings (pp. 453-471). Berlin, Germany: Mouton de Gruyter.
12.
HenareM. (1988). Nga tikanga me nga ritenga o te ao Māori-standards and foundations of Māori society. Royal Commission on Social Policy, 3, 39-69.
13.
HofstedeG. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations, 2nd ed. Thousand Oaks, CA: Sage.
14.
HolmesJ. (2000). Victoria University’s Language in the Workplace Project: An overview. Language in the Workplace Occasional Papers, 1, 1-17.
15.
HolmesJ. (2018). Negotiating the culture order in New Zealand workplaces. Language in Society, 47, 33-56.
16.
HolmesJ.MarraM.Lazzaro-SalazarM. (2017). Negotiating the tall poppy syndrome in New Zealand workplaces: Women leaders managing the challenge. Gender and Language, 11, 1-29.
17.
HolmesJ.MarraM.VineB. (2011). Leadership, discourse and ethnicity. Oxford, UK: Oxford University Press.
18.
HolmesJ.StubbeM. (2015). Power and politeness in the workplace: A sociolinguistic analysis of talk at work (2nd ed.). Harlow, UK: Pearson Education.
19.
HolmesJ.VineB.MarraM. (2009). Māori men at work: Leadership, discourse, and ethnic identity. Intercultural Pragmatics, 6, 345-366.
20.
HymesD. H. (1974). Foundations in sociolinguistics: An ethnographic approach. Philadelphia: University of Pennsylvania Press.
21.
JacksonB.ParryK. (2011). A very short, fairly interesting and reasonably cheap book about studying leadership (2nd. ed.). London, England: SAGE.
22.
KateneS. (2017). Conclusion. What makes for a good Māori leader in politics? In KateneS.KateneR. (Eds.), Point of order, Mr Speaker? Modern Māori political leaders (pp. 263-276). Wellington, NZ: Huia.
23.
KellS.MarraM.HolmesJ.VineB. (2007). Ethnic differences in the dynamics of women’s work meetings. Multilingua, 26, 309-331.
24.
KennedyJ. C. (2007). Leadership and culture in New Zealand. In ChhokarJ. S.BrodbeckF. C.HouseR. J. (Eds.), Culture and leadership across the world: The GLOBE book of in-depth studies of societies (pp. 97-432). Mahwah, NJ: Lawrence Erlbaum Associates.
25.
Lazzaro-SalazarM. (2018). Social constructionism. In VineB. (Ed.), The Routledge handbook of language in the workplace (pp. 89-100). Abingdon, UK: Routledge.
26.
MarraM. (2008). Recording and analysing talk across cultures. In Spencer-OateyH. (Ed.), Culturally speaking: Culture, communication and politeness theory (pp. 304-321). London, England: Continuum.
27.
MarraM.AngouriJ. (2011). Investigating the negotiation of identity: A view from the field of workplace discourse. In AngouriJ.MarraM. (Eds.), Constructing identities at work (pp. 1-16). Basingstoke, UK: Palgrave Macmillan.
28.
MatthewsJ. (1984). Good and mad women. The historical construction of feminity in twentieth century Australia. Sydney, Australia: Allen & Unwin.
29.
MeadH. M. (1992). The mandate of leadership and the decision-making process. Wellington, NZ: Te Puni Kōkiri.
30.
MeadH. M. (2016). Tikanga Māori: Living by Māori values (Rev. ed.). Wellington, NZ: Huia Publishers & Te Whare Wananga o Awanuiarangi.
31.
MetgeJ. (1995). New growth from old: The whanau in the modern world. Wellington, NZ: Victoria University Press.
32.
MetgeJ.KinlochP. (1978). Talking past each other: Problems of cross-cultural communication. Wellington, NZ: Victoria University Press.
33.
MikaereA. (2007). Tikanga as the first law of Aotearoa. In Te AhoL. (Ed.), Yearbook of New Zealand jurisprudence special issue tikanga Māori me te mana i Waitangi Māori laws and values, Te Tiriti o Waitangi, and human rights (pp. 24-31). Hamilton, NZ: University of Waikato School of Law.
34.
MortensenJ. (2014). Language policy from below: Language choice in student project groups in a multilingual university setting. Journal of Multilingual & Multicultural Development, 35, 425-442.
35.
O’SullivanJ.MillsC. (2009). The Māori cultural institution of hui: When meeting means more than a meeting. Communication Journal of New Zealand, 10, 18-39.
36.
PirsonM. (2017). Humanistic management: Protecting dignity and promoting well-being. Cambridge, UK: Cambridge University Press.
37.
SalmondA. (2004). Hui: A study of Māori ceremonial gatherings. Auckland, NZ: Reed.
38.
SchnurrS.MarraM.HolmesJ. (2007). Being (im) polite in New Zealand workplaces: Māori and Pākehā leaders. Journal of Pragmatics, 39, 712-729.
39.
Spencer-OateyH. (2000). Rapport management: A framework for analysis. In Spencer-OateyH. (Ed.), Culturally speaking: Managing rapport through talk across cultures (pp. 11-46). New York, NY: Continuum.
40.
Spencer-OateyH.XingJ. (2003). Managing rapport in intercultural business interactions: A comparison of two Chinese-British welcome meetings. Journal of Intercultural Studies, 23, 33-46.
TauroaH.TauroaP. (2009). Te marae. A guide to customs and protocols (New ed.). Rosedale, NZ: Penguin.
44.
VineB. (2016). Pragmatic markers at work in New Zealand. In PickeringL.FriginalE.StaplesS. (Eds.), Talking at work (pp. 1-25). London, England: Palgrave Macmillan.
45.
VineB. (2019). Introducing language in the workplace. Manuscript in preparation, Cambridge University Press, Cambridge, UK.
46.
WiniataW. (2017). Foreword. In KateneS.KateneR. (Eds.), Point of order, Mr Speaker? Modern Māori political leaders (pp. vii-1ix). Wellington, NZ: Huia.
