At the University of Ottawa, reconciliation is also tied to indigenization and decolonization — the work of embedding Indigenous knowledge and perspectives into the daily structures of the University. This fall, that principle is guiding a new step: weaving Indigenous leadership principles into management training.
“The University is implementing Indigenous content into the various aspects the institution. Truth and reconciliation have to happen every day, it must be a daily practice.” says Tareyn Johnson, director of Indigenous Affairs.
“The University is implementing Indigenous content into the various aspects the institution. Truth and reconciliation have to happen every day, it must be a daily practice.”
Tareyn Johnson
— Director of Indigenous Affairs
Hoop One in action: Indigenous leadership in practice
Bringing Indigenous leadership principles into the Management Development Program reflects Hoop One of 糵’s Indigenous Action Plan, which calls for mobilization and the integration of Indigenous perspectives into the University’s structures and practices. The initiative was made possible through collaboration between Human Resources and the Office of Indigenous Affairs, reflecting the shared commitment to reconciliation.
In Indigenous worldviews, professional responsibilities, personal well-being, mental health and community are interconnected rather than separate. Leadership is seen as a responsibility to the collective — built on listening, mentorship and consensus. This stands in sharp contrast to the dominant Western model of the “lone wolf” leader, isolated at the top.
Johnson continues the wolf analogy to illustrate the difference: in nature, a pack functions as a team where the leader’s role is to guide and prepare others to lead. The Management Development Program weaves this perspective into its design by giving participants opportunities to practise it directly. Through coaching exercises, they learn how to support and mentor their team members, give and receive effective feedback, and strengthen their networks to build a stronger sense of collective responsibility. The program also emphasizes psychological safety, recognizing that well-being and professional responsibilities are interconnected and essential to team performance.
“What makes this program unique is that participants don’t just learn about Indigenous perspectives on leadership — they put them into practice,” says Manon Dugal, the special advisor for talent development at Human Resources. “Through coaching exercises, feedback and network building, the participants develop skills that reflect collective responsibility and strengthen our community.”
“What makes this program unique is that participants don’t just learn about Indigenous perspectives on leadership — they put them into practice.”
Manon Dugal
— Special advisor for talent development - Human Resources
Changing the workplace: day-to-day impact on teams
For managers and staff, the shift toward Indigenous leadership principles will be felt in everyday interactions. Instead of relying on a single leader to hold all the answers, this approach values every voice, encourages consultation and recognizes expertise at all levels. It also means allowing team members to step forward and lead in areas where their knowledge is strongest.
In practice, this helps reduce hierarchies that leave employees feeling unheard and fosters recognition of individual strengths beyond annual reviews. It creates a culture where mentorship is continuous rather than occasional, giving staff more opportunities to grow into leadership roles themselves, making them feel more engaged.
As Johnson puts it, “When leadership becomes about the group dynamic, the focus becomes the health of the unit.” Unlearning is just as important as learning. Letting go of “the way it’s always been done” opens space for innovation, shared responsibility and a workplace where reconciliation is lived every day.
Campus-wide and recruitment impact
Integrating Indigenous leadership principles into management training also has ripple effects across the entire University. It signals that indigenization and decolonization are not isolated in the Office of Indigenous Affairs, but part of the institution’s fabric — much like the Francophonie has long been embedded throughout 糵.
It strengthens 糵’s ability to attract and retain Indigenous scholars and administrators, making the institution more competitive on the national stage.
Recognizing Indigenous knowledge as an equal partner to Western traditions, and making it part of leadership practices, demonstrates that reconciliation at 糵 is not an occasional statement but an ongoing commitment.
At 糵, this work underscores that reconciliation is not marked by a single day, but lived every day through the way leaders are trained and communities are strengthened.
