Michael Allen

Rank and Leadership in Nduindui, Northern New Hebrides

Introduction

Rank and leadership in nduindui, northern new hebrides. Explore "big-man" leadership in Nduindui, Northern New Hebrides. This anthropological study details how individuals achieve rank and authority through competitive acts and attracting followers.

Abstract

THE IDEAL MODEL of the Melanesian big-man system of leadership is now well established in anthropological literature and has figured prominently in a number of theoretical and descriptive studies. The defining characteristic of the model is that such structural prerequisites as age, generation or either kin or local group membership are of minimal importance in the selection of leaders and in the definition of authority, 'The attainment of big-man status i~ rather the outcome of a series of acts which elevate a person above the common herd and attract about him a coterie of loyal, lesser men' (Sahlins 1963:291 ). The kind and degree of authority achieved by such leaders is directly dependent on their individual ability to create dependants and attract followers; and they do this in the competitive context of exchange transactions, oratory, warfare, sorcery etc. The personal qualities required of a leader are of such a kind that the great majority of men possess them, though in varying degrees.

Review

This paper, titled "Rank and Leadership in Nduindui, Northern New Hebrides," establishes its theoretical grounding by immediately engaging with the well-established "Melanesian big-man system of leadership." The abstract comprehensively outlines the core tenets of this anthropological model, emphasizing the minimal importance of structural prerequisites like age or kin in leader selection. Instead, it highlights the individual's ability to ascend through a series of actions, cultivating a loyal following through competitive exchange, oratory, warfare, and sorcery, thereby defining authority through personal skill and the creation of dependants. The explicit reference to Sahlins (1963) grounds the discussion firmly within a recognized theoretical lineage, providing a clear and concise summary of the ideal big-man paradigm. The strength of the abstract lies in its clear articulation of the theoretical framework against which the empirical data from Nduindui is presumably to be presented. It successfully sets the stage by defining the ideal type, allowing readers familiar with the literature to quickly grasp the conceptual lens through which the Nduindui case study will be analyzed. This foundation provides a strong basis for understanding the nuances of leadership dynamics. The detailed description of the big-man's defining characteristics and the mechanisms of power acquisition ensures that the theoretical context is thoroughly established before delving into the specifics of the research site. However, a significant limitation of the abstract is its almost exclusive focus on describing the general big-man model, to the near omission of what the paper *actually does* with the data from Nduindui. While it clearly defines the theoretical ideal, it fails to state the paper's specific argument, findings, or how the Nduindui case either confirms, challenges, or refines this established model. Without any indication of the research questions posed, the methodology employed, or the specific insights gained from Nduindui, the abstract falls short of conveying the paper's unique contribution to the literature. Future abstracts would benefit significantly from a more explicit statement of the paper's thesis and its empirical contributions.

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