Fofola e Kakala: Weaving a Culturally Resonant Tongan Leadership Framework

Author: Mark Latu

Supervisors: Ruth Myers Hymie Abd-Latif

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20 April 2026

Latu, M. (2026). Fofola e Kakala: Weaving a culturally resonant Tongan leadership framework [Master's thesis, Otago Polytechnic]. Research Bank. https://doi.org/10.34074/thes.7294

 

Abstract

This master's thesis investigates the development of a culturally resonant leadership framework for Tongan organisations and communities. The research addresses two primary questions: How can His Majesty's Armed Forces (HMAF) Leadership Framework be effectively operationalised in a structured military environment? What foundational mechanisms identified within the HMAF Leadership Framework can inform the development of a culturally resonant military-centric basis for Tongan organisations and communities? The research problem stems from a critical gap in Tongan leadership frameworks that authentically embed indigenous Tongan values. Rather than applying Western-centric leadership models, the study seeks to bridge the tension between Western military structures and Tongan cultural protocols, examining how Tongan organisations can develop effective leadership systems grounded in their own worldviews and principles. The methodological approach is rooted in Pacific indigenous research paradigms. The study employs the Kakala Research Framework, a Tongan-developed methodology that provides a holistic worldview aligned with Pacific values and cultural practices. Data collection utilised Talanoa (structured dialogue) and Nofo (immersive observation) as culturally congruent methods, complemented by qualitative questionnaires and autoethnographic reflection. This methodological choice reflects the researcher's positioning as an insider-outsider—a Tongan heritage professional with extensive service in the Western military structure seeking to reclaim cultural fluency. Thematic analysis of participant interviews and observational data revealed four predominant themes: Cultural Identity, Impact of Social Dynamics, Adaptation, and Sustainability of Leadership Practices. These themes demonstrate that legitimate leadership frameworks for Tonga must embed Tongan values from foundational design to ensure relational legitimacy and operational effectiveness. Additionally, three outlier cases were identified—deviation in values practice, cultural resistance to innovation linked to hierarchical structures, and language/accessibility barriers—highlighting boundary conditions that require a strategic response. In response to these findings, the thesis proposes the Tongan Organisations and Communities Leadership Framework (TOCLF), an integrated model built on three interdependent guiding principles: (1) Cultural Embeddedness and Identity, ensuring Tongan values form the core of the framework; (2) Adaptive Leadership for Hybrid Context, recognising the necessity of balancing indigenous practices with contemporary demands; and (3) Sustainable Development and Capacity Building, ensuring long-term institutional and community resilience. The TOCLF is positioned as a "personal act of service and cultural reciprocity," embodying decolonising principles of community-focused research. The research demonstrates that effective leadership in Tonga requires culturally resonant communication strategies and authentic belonging within the community, grounded in the foundational concept of Tauhi vâ—the relational spaces that govern Tongan interactions. This thesis contributes to both leadership theory and Tongan indigenous knowledge systems, offering a practical, culturally embedded framework applicable across military, organisational, and community contexts throughout the Pacific region.

 

Keywords

Tongan leadership, His Majesty's Armed Forces (HMAF) leadership framework, Tongan values, tauhi vâ