Much of the focus of the leadership literature – both globally and in the Pacific – is on those in formal leadership positions, particularly political positions. However, research on developmental leadership (including the recent synthesis of Phase 3 of the Developmental Leadership Program) suggests that development is often led by informal leaders and through everyday leadership.
This perspective on leadership emphasises the role of ‘everyday agents of change’ who are committed to improving the lives of their communities and who drive change through a day to day political process that involves contesting ideas, forging relationships and navigating norms, rules and power dynamics within their communities and workplaces.
Across the Pacific, women carry out essential everyday leadership that makes a critical difference to many people’s lives. As part of WLI’s ongoing commitment to sharing learning on women’s developmental leadership in the Pacific—and how it can be effectively supported—we are highlighting the experiences of 10 Pacific women leaders. These leaders were nominated by WLI participants and alumni in recognition of their leadership in communities and workplaces across the region. The research, led by WLI Research and Learning Specialist Dr Elisabeth Jackson from La Trobe University’s Centre for Human Security and Social Change (CHSSC) in collaboration with Sara Phillips, Ruth Faleolo, Mercy Masta, Lanique Pitasua and Lorissa Hazelman, draws on in-depth interviews with the 10 women.
The findings outlined in the report highlight the importance of recognising and supporting everyday leadership in ways that are relational, collaborative and grounded in Pacific values and ways of working.
Leading in and through relationships
Everyday leaders gain respect and credibility from who they are and the roles they play in their communities and workplaces. But they still need to work to build and maintain the relationships that enable people to work together effectively. Everyday leaders pay close attention to how they relate and present themselves to others, focusing on building relationships of trust, equality and shared responsibility.
Contesting ideas, changing mindsets
Change requires people to think and behave differently. Everyday leaders understand that this takes time and that new ideas need to be framed in ways that are sensitive to the social and cultural context. One way that everyday leaders work to contest ideas and change mindsets is by helping people understand that they have an important part to play in change.
The work of everyday leadership also involves aligning people’s needs and interests behind a common goal. Everyday leaders build support for common goals by communicating about the change they want, listening to people’s concerns and views, and finding solutions that consider what’s best for everyone. This means they have to understand the context, figure out ‘who’s who’ and find allies to support change.
Leadership and identity
Everyday leadership is not about the position you hold; it’s about working with others towards the collective good. Everyday leaders develop their identity as a leader by reflecting on themselves and the roles they play as well as through their observations about how others act towards them. How leaders see themselves and how they are seen by others is influenced by their social and cultural context. In particular, shared identity or being ‘part of’ a group or community shapes whether everyday leaders are seen as legitimate. Legitimacy is also influenced by factors such as family role and position, gender, age and ability. Lived experience of marginalisation and exclusion can be powerful motivations for leadership, and provide an alternative source of legitimacy.
Individual case studies of the 10 leaders explore their leadership experiences and highlight the different ways they are working to change their communities and workplaces for the better.
Get to know your everyday leaders; Alice Pollard, Angela Mandie-Filer, Hellen Orihao, Ipul Powaseu, Layana Menke, Lily Brechtefeld, Adi Tafunai, Ann Hubert, Kalisi Feao and Elizabeth Erasito.
Alice Aruhe’eta Pollard (Solomon Islands)
For women's rights and peace advocate Dr Alice Pollard, leadership is about influencing change wherever you are. It is about serving others and speaking up for what is right. From helping spearhead the Women for Peace movement at the height of the Solomon Islands’ civil conflict to establishing the West ‘Are’Are Rokotanikeni Association, a rural-based women’s organisation that promotes economic empowerment through savings and loans clubs, Dr Pollard has demonstrated this through her work to mobilise women to create change.
Angela Mandie-Filer (Papua New Guinea)
Angela Mandie-Filer has been leading change for women and communities in Papua New Guinea for almost four decades, driven by a deep commitment to making a difference in her country. As a candidate in national elections in 2002, 2012 and 2017, Angela understands the importance of being accessible to her community and standing up for important issues. While this can be challenging, Angela has learned to put her principles first and choose her battles wisely.
Hellen Orihao (Solomon Islands)
As Director of Nursing at the National Referral Hospital in Honiara, Hellen Orihao plays a vital role in delivering quality clinical care, often in the face of challenges such as drug shortages, insufficient beds, and limited nursing staff. Through her ability to build strong relationships, delegate effectively, work collaboratively, and advocate for both patients and nurses, Hellen has strengthened coordination among hospital stakeholders and improved the delivery of clinical services.
Ipul Powaseu (Papua New Guinea)
As an advocate for disability rights and disability inclusion who was instrumental in Papua New Guinea’s ratification of the UN Convention on the Rights of Persons with Disability, Ipul Powaseu understands that meaningful change takes time and needs “champions” who can help drive change forward. Ipul is also working to strengthen the leadership capacity of the next generation of people with disabilities, enabling them to lead change.
Layana Menke (Nauru)
As Nauru’s youngest female doctor, Dr Layana Menke performs life-saving surgery and provides clinical care for her country’s approximately 12,0000 citizens at the Republic of Nauru Hospital. Despite the significance of her role, Layana emphasises that leadership means being humble and approachable and listening to others. She leads by example – showing how young people can take the lead, and setting an example as a doctor of providing wholistic care that supports both physical and mental wellbeing.
Lily Brechtefeld Kumkee (Kiribati)
Lily Brechtefeld Kumkee’s experience of being a teenage mother inspired her to become an advocate and mentor for women and young people in her home country of Kiribati. Through her work at Nei Mom Uprising, the organisation she founded together with two friends that supports women and young people to continue their education and set up businesses, Lily has learned the importance of taking a gradual, reflective approach to change, introducing new ideas in ways that are sensitive to the social and cultural context.
Elizabeth Erasito (Fiji)
Elizabeth Erasito was a respected Fijian conservation leader whose career with the National Trust of Fiji spanned nearly 25 years. As Director, she oversaw nine protected areas and played a pivotal role in securing funding to safeguard Fiji’s natural and cultural heritage. Elizabeth, who passed away in 2025, is remembered for a leadership style grounded in building the capacity of others, fostering integrity and trust, and guiding complex change in ways that honoured the social, cultural, and historical context of communities. From establishing Fiji’s national protected areas system to leading longterm species recovery efforts, she demonstrated patience, courage, and a deep commitment to collective progress.
Ann Hubert (Nauru)
Ann Hubert is a respected Nauruan leader whose influence is rooted in her ability to mobilise people and drive communityled change. Known as the country’s ‘Queen of Organising’, she has spent more than 20 years guiding climate action, sustainable development, and youth initiatives through her leadership on the Anabar Community Executive Board. Her leadership extends across sectors — from strengthening Nauru’s response to noncommunicable diseases during her years with the Ministry of Health to promoting integrity in sport as Manager of the National AntiDoping Unit. Ann leads by empowering others, offering guidance, and building the confidence and collective action needed to strengthen her community.
Adimaimalaga Tafuna’i (Samoa)
Adi Tafuna‘i is a Samoan social entrepreneur whose leadership has shaped community development across the Pacific. As cofounder of Women in Business Development Inc. (WIBDI), she has spent more than three decades empowering rural women through villagebased economic initiatives and strengthening organic agriculture across the region. Adi leads from behind the scenes — mentoring emerging women leaders, fostering collaboration, and championing a “pay it forward” approach that builds collective strength. Her commitment to developing others, sharing knowledge, and guiding teams through challenges has made her a respected leader in Samoa and beyond.
Kalisi Fe’ao (Tonga)
Kalisi Fe’ao is a community leader and disability advocate from Popua, Tonga, whose leadership is grounded in lived experience, resilience, and service. As chair of the Vaasikoula Disability Committee, she leads skills training and incomegenerating initiatives that strengthen the livelihoods and independence of people with disabilities. Drawing on her own experience as a wheelchair user, Kalisi engages in policy dialogue to promote inclusion for women, children, and people with disabilities. She leads with determination and integrity — overcoming social and cultural barriers, building relationships across her community, and empowering others to develop their confidence and capacity to lead.
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