Leadership is often touted as a solution to fisheries and coral reefs management problems. However, most leadership research exhibits an embedded normative bias and skews analysis towards the individual. Further, few studies observe leadership as a construct or empirically examine its component parts. Here, leadership is observed in the context of coral reef fisheries co-management in the main Hawaiian Islands. In Hawai'i, an institutional pathway allows communities to partner with the State of Hawai'i to co-manage coral reef fisheries. However, few successful partnerships have emerged in the past 25 years despite enabling legislation, a set of highly motivated communities, significant NGO and foundation support, and seemingly a multitude of local leaders. To investigate local leadership in Hawai'i coral reef fisheries, 45 interviews were conducted over three years with individuals from NGOs, academia, government, and fishing communities across Hawai'i. Respondents were asked about the importance of leadership in the context of co-management, and other leadership components derived from the academic literature. Although respondents offered some diverse viewpoints, there was general agreement that leadership functioned well when local leaders acted as facilitators or organizers and possessed a wide network of relationships. These findings support the conceptualization of leadership as a process in coral reef fisheries. Findings from this paper should contribute to better understanding of effective local level leadership in coral reef fisheries co-management.


Ayers, A. L., Joint Institute for Marine & Atmospheric Research, USA, alawbnc@gmail.com


Oral presentation

Session #:57
Date: 06/23/2016
Time: 15:00
Location: 303 A/B

Presentation is given by student: Yes