Being a good senior manager in Indigenous community governance: working with public purpose and private benefit
This article seeks to understand the role of being a senior manager in Indigenous community governance, particularly though not exclusively in remote Aboriginal communities. It argues against the tendency of would-be reformers of Indigenous community governance to focus on the competence and ethical qualities of those who occupy these roles and asks instead how can isolated managerialism in Indigenous community governance be overcome? 
 
 
 
The article begins with an overview of Ralph Folds' analysis of relations between Pintupi settlements and the larger Australian polity. While taking much from Folds' analysis, the article argues that ultimately he relies too heavily on the idea of antithetical worldviews across the settlement interface, on a problematic distinction between the official and private uses of publicly allocated resources and on too idealist a view of the Australian state. The article argues that the state's allocation of public resources inevitably involves a flow of private benefits and that public purposes and private benefits are not different phenomena, but rather different perspectives on state action. In contrast to Folds' idealism about the state, the article outlines a more thoroughly realist or materialist analysis of being a good senior manager in Indigenous community governance. In its concluding section, the article makes some suggestions for overcoming isolated managerialism in Indigenous community governance oganisations.