Pandemic leadership by Jacinda Ardern

The harm that COVID poses to the world dealt effectively by the New Zealand by adoption of
specific leadership skills by government officials and New Zealand prime minister Jacinda
Ardern played a significant role throughout the pandemic. Key leadership activities include the
government's inclination to be led by experts, mobilization of the public, and enablement of
coping, both of which help to create the confidence in leadership required for transformative,
collective action such as the pandemic demands. On a regular basis, evidence rises that the
actions or omissions of certain government or corporate officials led to the virus's propagation,
resulting in mass deaths that might have been prevented had these leaders heeded scientists'
advice. While strong efforts to organise mutual adherence to safety measures, as well as a
series of efforts to help in dealing with the effects of the pandemic, have all been prominent
aspects of the government's response in New Zealand.

Newzealand approach to COVID

Throughout government approach remained adopting a ‘precautionary approach’ that is

informed by the best available science and health advice and early increased border
restrictions. Flights from China were banned on February 3, immediately after the World Health
Organization (WHO) confirmed the first death outside China and then 280 from Iran on
February 28, the same day New Zealand reported its first case. With rise in number emphasis
shifted from “stamp it out” to “flatten the curve”. The Prime Minister proposed new border
restrictions, obligatory self-isolation for those entering the country, and pointed at forthcoming
economic support initiatives and policies surrounding mass gatherings with the intention of go
hard, go early. On Saturday March 21, Ardern announced a new four level ‘Alert System’, which
reportage indicates she personally initiated (which sets out what response measures apply
depending on the extent of the virus’s presence in New Zealand. The Alert Level is aligned with
more stringent controls on foreign and domestic travel, social interaction, and economic
activity. There is no doubt that New Zealand has benefited from certain important factors, most
notably geographic distance, low population density, including in its cities, and a later start to
its exposure to COVID-19, the latter helping it to learn from the errors of others. On January 24,
two days after the WHO announced signs of human-to-human infection in Wuhan, New
Zealand started extensive planning for a suspected epidemic. The Ministry of Health in New
Zealand formed an emergency management team and informed the public that, although the
danger to New Zealand is currently rated as minimal, the Ministry is taking this outbreak
extremely seriously.
Results: It is far too early to know with certainty how the economic results of COVID-19 would
equate to those of other nations. Getting a much smaller number of deaths per million than
many others indicates that the economic impacts could be less serious. When other factors are
weighed, this degree of confidence in the government's handling of the pandemic is much more
surprising. Provided that leaders play a vital role in the ‘management of context,' New
Zealanders' impressions of Ardern and colleagues tend to be yet another predictor of good
leadership by Ardern and colleagues.

Pandemic leadership framework: The approach argued that model-building efforts should take
into account key considerations such as the key issues of salience and the intent, principles, and
norms that should drive leadership activity in a given context. Government foster a shared
purpose to minimise harm to lives and livelihoods. Managerial and command-oriented
responses alone are inadequate to exert some semblance of power over its spread. Dealing
with coronavirus requires a leadership response that focuses on ‘engaging a nation in
confronting difficult mutual issues.' To make this possible, a sense of common interest or goal
must be fostered. To help achieve the objective government turn to consider the key leadership
practices as:-

Be led by expertise: New Zealand government’s approach has been guided by scientific advice,
facts, evidence and a willingness to listen to those with relevant expertise to help inform its
decision making. The learning from New Zealand is that in order to effectively lead  a pandemic
setting, leaders must first be ready to be led by someone with appropriate experience. This sets
a basis for trust.

Mobilise collective effort: A strong emphasis by government has gone to inform and educate
the public about coronavirus foe which PM Ardern various Facebook live sessions. A further
feature of the mobilizing effort adopted by Ardern and colleagues has been to pull no punches
when it comes to ensuring people understand the risks and effects of the pandemic. Ardern's
leadership is relatively impressive in empathic interaction, which she actively incorporates into
her communication activities. Unite is quite literally the part of the government’s key branding
in response to the pandemic: Unite against COVID-19. When confronted with concerns or
criticism, Ardern, other leading Ministers, and key civil servants have managed to resist being
defensive. Leaders’ constant attention to the critical role of unity helps builds trust, especially
once people have grasped how the virus spreads.

Enable coping: The New Zealand government's approach demonstrates a variety of leadership
practises that aid in dealing with the pandemic's challenges. The Alert Level framework, for
example, is a critical mechanism for government, organisations, and families to prepare ahead
of time. the need to quickly build relevant knowledge and skills lead Jacinda Ardern conduct a
series of ‘Conversations through COVID-19’ in which she has interviewed experts or
practitioners from varying fields. , she has acted as chief instructor, using her platform to help
develop relevant awareness and skills that assist in dealing with the pandemic – as well as trust
in leadership. Recognising a pandemic creates multiple stressors for people, a further feature of
the government’s response has been a focus on enabling kindness. The final key leadership
practice my analysis has identified is that of developing creative responses. Government has
been willing to try in an effort to respond to various effects of the pandemic include, firstly, a
wage subsidy scheme. A second key example is a home schooling package, which includes
learning resources, including laptops and modems where needed.

Conclusion: Ardern's government signalled its adherence to a precautionary, science-led

strategy, including a readiness to go beyond and above WHO advise to handle public health
threats as well as to step swiftly to offer assistance to companies and staff impacted by COVID-
19.