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Meriam Zorgati (17999225) MGMT721
The impacts of the epidemic brought on by Covid-19 have turned into a critical matter for both
corporations and leaders. It's safe to claim that almost every leader has experienced crisis
situations at some point, from minor consequences to more serious problems. A crisis is
described as a shattering, unanticipated event or emergency circumstance that unsettles the
leaders and causes significant dissatisfaction among the population and instability in society. It's
also safe to state that the current COVID-19 pandemic issue is unlike anything we've
encountered in more than a century, and it appears to present organizations with a persistent and
probably existential challenge. (Lang et al, 2020). 2020 is likely to be remembered as the most
difficult year in contemporary history. From the worldwide epidemic to the financial crisis,
leaders all around the world have either risen to the occasion or failed miserably, with
devastating consequences. Beyond the operation of any specific system, the COVID-19 crisis has
had a huge impact on how leadership is played out in countries and societies. Many leaders have
not been adequately prepared for this kind of complex global crisis by their life experiences. The
first step that leaders must do is to acknowledge that their state or business is in a crisis. It is a
challenging step, particularly when crises first emerge due to regularly occurring everyday
events that conceal their reality. Businesses and other leaders are under great pressure as a
result of the coronavirus outbreak. Leaders are concerned due to the human cost of COVID-19.
Due to the enormous magnitude and complete unpredictability of the epidemic, leaders had a
tough time responding. The outbreak did, in fact, have all the characteristics of a catastrophe on
a large scale: a sudden incident or series of events of enormous scope and rapidity that cause
extreme uncertainty, confusion, a sense of loss of control, and emotional upheaval. The definition
of leadership is the capacity to inspire and provide opportunities for people to achieve common
objectives. Several leadership models and ideas were developed over the centuries. (Graef,
1997).
The situational leadership style is adjusting to the leader's unique leadership style and meeting
the demands of the followers. The authoritative and adaptable quality of the situational
leadership style is one of its main advantages. This suggests that a situational leadership style
might advise a leader on what to do in various situations and with various people. (Srivastava,
2003). Jacinda Ardern's principles are due to the fact that both of her parents emphasized to her
the need for responsibility and empathy from an early age. As a result, she has a strong sense of
responsibility and is sensitive to the needs of her community during difficult times. The
39-year-old New Zealand prime minister, Jacinda Ardern, is blazing her own path. In a situation
when people are tempted to care for themselves, her leadership style is one of empathy. Her
teachings are concise, and constant, yet somehow reassuring at the same time. Additionally, her
strategy involves connecting with her followers on more than simply an emotional basis.
Additionally, it is incredibly effective. (Friedman, 2020). In response to the COVID-19 virus
threat, Aotearoa New Zealand experienced an unprecedented ‘level-4’ lockdown of national life
for four and a half weeks in March and April of 2020. Ardern, or occasionally a relevant
Meriam Zorgati (17999225) MGMT721
government minister, and Dr. Ashley Bloomfield, the Director-General of Health, or occasionally
a relevant public servant, gave presentations at regular media conferences throughout the
lockdown during COVID-19. (Craig, 2021). For many of us, the consequences of effective or
ineffective leadership have perhaps never been more obvious than they are right now. Evidence
that some governmental or business leaders' actions or inactions contributed to the virus's
spread and led to mass fatalities that might have been prevented if these officials had heeded
scientists' advice is increasing daily. (Wilson, 2020).
References:
Graef,C. (1997). EVOLUTION OF SITUATIONAL LEADERSHIP THEORY: A CRITICAL
REVIEW. Leadership Quarterly, 8(2), 153-170.
https://pdf.sciencedirectassets.com/272081/1-s2.0-S1048984300X0032X/1-s2.0-S104898439790
014X/main.pdf
Lang, B., Dolan, R., Kemper, J., & Northey, G. (2020). Prosumers in times of crisis: definition,
archetypes and implications. Journal of Service Management, 32(2), 176-189.
Srivastava, M,K. (2003). Transformational leadership. New Delhi: Macmillan India.
The Atlantic. (2020). New Zealand’s Prime Minister May Be the Most Effective Leader on the
Plane.
Craig, G. (2021). Kindness and Control: The Political Leadership of Jacinda Ardern in the
Aotearoa New Zealand COVID-19 Media Conferences. Journalism and Media,2, 288–304.
https://doi.org/ 10.3390/journalmedia2020017
Wilson, S. (2020). Pandemic leadership: Lessons from New Zealand’s approach to COVID-19.
Leadership, 0(0), 1-15.

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