Jacinda Arden, New Zealand Prime Minister and Leadership Model

Jacinda Arden demonstrated exemplary transformational leadership. (Photo: Getty Images)

guest blog. Thirty seven years old. It was at this time that Jacinda Arden became the Prime Minister of New Zealand. Very quickly, being a young professional, I was interested in the style of leadership that millennials are having at the helm. So I’ve been following the evolution of this character for a few years now.

In my first message to BusinessI wrote my desire to share with you my thoughts on leading the next generation of business in terms of originality and the search for meaning. The present context of democratic duty that presents itself to us leads us to think about the style of leadership we would like to follow. But apart from circumstances, what interests me above all is the desire to be inspired by leadership styles that allow for the implementation of innovative, humane and effective measures through my professional activities and commitments.

Several leadership experts have praised Jacinda Arden’s handling of the COVID-19 pandemic. Also, a recent opinion poll ranked her as the most popular in her country over the past 100 years. Nearly 92% of respondents said they support the measures it has taken during the pandemic. So I present to you three aspects of her leadership that make Jacinda Arden a recognized role model on the international stage.

Effective communication, emotional and caring

Jacinda Arden’s communications were efficient, sympathetic, and caring. Effective, because he was proactive in publicizing the management of the epidemic by communicating regularly, but not excessively, with his population and diversifying the media, thus allowing him to get closer to his fellow citizens. It is also inspired by European countries or the United States to avoid repeating the mistakes that result from it. It shows its ability to undo to work better. His interventions were clear, transparent and honest about the difficult situation resulting from the pandemic. Nevertheless, she was able to wisely share the “good things” and thus maintained optimism and hope of a crisis that would eventually end.

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But one of the characteristics of his communication style is the approach Care, an approach that allows him to be “contextual and people sensitive” and “a sense of responsibility and connection.” Do not hesitate to call for “kindness”, because it is a national value that she proudly embodies in her words and actions.

Among his various interventions, meetings on Facebook with Psychologist Nigel Latta He particularly appealed to me. They have allowed its citizens to have a space for dialogue to counter the effects of confinement, thus demonstrating the important place it places on mental health.

An important place for teamwork and coordination

For the greater good, Jacinda Arden was able to “convince the congregation to take responsibility for the problems.” Thus she was able to form a united front where “all state authorities are focused on managing the crisis calmly. This allows resolutions to be adjusted and rhythms to be changed more quickly.

We don’t talk about it enough, but creating a calm atmosphere is the responsibility of any leader because it is a critical factor for success. Her approach makes us think about ways we can break down the silos within our organizations by sharing a common vision and identifying true leaders who put the common good into perspective and who teams trust.

Inclusive and ‘transformative’ leadership

Embracing compassionate communication shouldn’t be just about showing off. It should be followed by decisions and actions that make it clear that the diverse voices are heard and understood. Thus, in the midst of the pandemic and after the 2020 elections, “New Zealand’s parliament has never been inclusive. More than 50% of elected officials. NS. s [de son parti] of women, 10% of parliamentarians belong to the LGBTQ+ community, and ethnic minorities are represented.”

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Jacinda Ardern is also known for her adoption of transformational leadership rather than transactional leadership. “A transactional leader shares power, but retains hierarchical roles. On the contrary, a transformational leader is represented in a paradigm shift where authority is exercised collectively. He is akin to a moral leader, where normative norms and values ​​are not an instrument of evaluation and control, but an enabling reference Everyone can use it to organize themselves. Thus, a transformational leader leads his employees to expand their horizons, give meaning to their actions and look beyond their own interests in order to consider the interests of others and society.”

By forming a united front that transcends dividing lines through a culture of compromise, establishing direct and non-hierarchical contact with its citizens and embodying an “ethic of benevolence and solidarity,” Jacinda Arden demonstrated exemplary transformational leadership.

Effective and caring communication, inclusive culture and transformational leadership have enabled Jacinda Arden to navigate one of the toughest crises of our time. They allowed him to get convincing results that many recognize. How can we, in turn, draw inspiration from him to build or rebuild our businesses and ecosystems marked by the effects of our exceptional situation?

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