This document discusses indigenous leadership development in the United States. It provides context on key policy developments like the Indian Self-Determination and Education Assistance Act of 1975. It also outlines the main organizations in the field, dividing them into public vs corporate and generalist vs specialist. Several example organizations are described for each category. Finally, it discusses implications for how indigenous communities can thoughtfully utilize these training resources while maintaining self-determination.

1. Indigenous Leadership Development
in the United States
Christopher Wetzel, Ph.D.
September 15, 2012

2. Introduction

3. Introduction

5. Introduction
• Policy Context
• Organization of the field
• Cultures of training
• Implications

6. Policy Context

7. Policy Context

8. Policy Context
“I have signed into law … the
Indian Self-Determination and
Education Assistance Act. My
Administration is committed to
furthering the self-
determination of Indian
communities without
terminating the special
relationships between the
Federal Government and the
Indian people.”
-Pres. Gerald Ford, January 1975

9. Policy Context
• 1975 Act: allowed for contracting
• 1988 Amendment: allowed for compacting
• Challenges
• Federally recognized tribal nations
• Compliance with federal accounting and auditing
• Grant-driven

10. Organization of the Field
Generalist
Public Corporate
Specialist

11. Organization of the Field
Public-Generalist (n=7) Corporate-Generalist (n=10)
Public-Specialist (n=25) Corporate-Specialist (n=11)

12. Cultures of Training: Public Generalist
• Founded: 1987
• Vision: “The Harvard
Project aims to understand
and foster the conditions
under which sustained, self-
determined social and
economic development is
achieved among American
Indian nations through
applied research and
service.”

13. Cultures of Training: Public Generalist

14. Cultures of Training: Corporate Generalist
• Founded: 1985
• Vision: “To be the premier
provider of culturally
relevant education and
information services for
North American Indian
tribes and organizations.”

15. Cultures of Training: Corporate Generalist

16. Cultures of Training: Corporate Specialist
• Founded: 2011
• Vision: “We work with you
to develop and implement
practical, real-world
solutions to the problems
you face. … We leverage our
insight and experience to
help you diagnose, improve
and deliver superior results
in the key functional areas
that impact your bottom
line.”

17. Cultures of Training: Corporate Specialist

18. Cultures of Training: Public Specialist
• Founded: 1995
• Vision: “The mission of the
Native American Training
Institute is to empower
individuals, families and the
community to create a safe
and healthy environment so
children and families can
achieve their highest
potential.”

19. Cultures of Training: Public Specialist

20. Implications
• How can First Nations thoughtfully and
strategically use the services of these
organizations?
• What leadership and community development
trainings are best handled by First Nations?
• How does the field impact expressions of self-
determination and sovereignty?