The intricacies of tribal leadership remain a mystery. Despite a proliferation of American Indian institutional leadership structures, for most non-Native observers, there is no visible analogue to the National Association for the Advancement of Colored People ( naacp), the Urban League, or the Southern Christian Leadership Council. Despite the existence of a deep roster of Indian political leaders, Americans fail to recognize Indian equivalents of Martin Luther King, Malcolm X, John Lewis, or Jesse Jackson. Parker, or Wilma Mankiller?), intertribal organizations (such as the Society of American Indians, the National Congress of American Indians, or the Council of Energy Resource Tribes), or the existence of tribal governments themselves. Second, when considering Indian leaders outside the military-or the militant, in the case of the American Indian Movement-Americans have been slow to recognize three essential aspects: a much wider range of individual leaders (where are the business books on Zitkála-Šá, Arthur C. The implication was that better leaders would have anticipated problems before they became crises and, once in crisis, would have managed affairs more forcefully. Pipeline advocates accused Indian people of what were essentially failures of tribal leadership: they had not been proactive on administrative issues and had mobilized too late to be truly effective. Consider, for example, the discourse surrounding the 2016 protests against the Dakota Access Pipeline, which took place on the Standing Rock reservation in North and South Dakota. These often frame Indian leadership as being full of culture-bound deficiencies-nepotism, factionalism, corruption, and general ineffectiveness-that limit Indigenous potential in today's world. Step outside those contexts, into the everyday nuts and bolts of contemporary leadership, and one may well find (particularly from non-Native observers) a different reading: a set of critiques. ![]() Murphy and Leach situated American Indian leadership in terms of military conflict, a set of historical contexts that can make leadership seem obvious after the fact.
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