Turnover and the retention of Indigenous executives in Indigenous organizations
Date
2024
Authors
Ducharme, Qátsya7 Mason
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Abstract
This dissertation explores the phenomenon of executive turnover within Indigenous organizations in Canada, addressing a critical gap in the literature on Indigenous leadership and governance. Drawing on mixed methods, including surveys, interviews, and focus groups with Indigenous executives and organizational leaders, the study examines the demographic and professional characteristics of Indigenous executives, the causes and impacts of turnover, and strategies for retention. It reveals that executive turnover is driven by factors such as lateral violence, burnout, inadequate compensation, and governance challenges, significantly affecting organizational stability and performance. Findings emphasize the importance of culturally grounded retention strategies, fair compensation, and improved governance practices to support Indigenous leadership. By identifying actionable insights and theoretical propositions, this work contributes to the development of effective policies and practices to strengthen Indigenous governance and self-determination.
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Keywords
Indigenous executives, Executive turnover, Indigenous organizations, Retention strategies, Lateral violence, Governance, organizational stability, socio-economic impacts, capacity constraints, First Nations, Indigenous leadership, reconciliation, cultural dynamics, historical context, public administration