I Want More Leaders to Lead as PM Ardern Did
“I’m leaving, because with such a privileged role comes responsibility. The responsibility to know when you are the right person to lead and also when you are not. I know what this job takes. And I know that I no longer have enough in the tank to do it justice. It’s that simple.”
–Prime Minister Jacinda Ardern
In January, Jacinda Ardern announced her resignation after serving five years as Prime Minister of New Zealand. Amongst the many reasons she cited for her decision, amongst them was burnout.
The unprecedented misogyny and abuse Ardern faced while in office provided a stark reminder of just how many barriers women in positions of power continue to face. Elected at just 37, Ardern’s rise to power caught the attention of millions around the world as she showcased a rare leadership approach–combining boldness with empathy and decisiveness with humility.
When I think about all of the traits I admired about the leadership of Ardern, I think of the kindness she displayed when her country experienced the catastrophe of a mass shooting, a rarity for them. I think of her ability to protect her people from the spread of COVID-19 by displaying respect for science and facts.
Prime Minister Ardern wasn’t an effective leader because she was a woman, but because she displayed traits that are so often undervalued in assessments of effective leadership.
The key to closing gender equity gaps in leadership is not as simple as filling decision-making positions with women. While studies have shown that when women are in power, countries and companies alike see higher rates of success across many markers, it’s about so much more than a woman being in charge. In the fight for gender equity, we are not looking to supersede our male counterparts, but rather to balance the scales and create structures and societies where everyone — including all kinds of women — can thrive. Achieving that vision will also require more male leaders to adapt the traits demonstrated by leaders like PM Ardern.
As a member of a global health organization and as a woman, my skin is in the game when it comes to achieving gender equity. The gender gap in our sector is persistent and pervasive.
The factors that perpetuate this gender gap are complex and multifaceted. They range from cultural biases and societal expectations to structural barriers and systemic discrimination. The pandemic made it clear that we cannot afford to continue with the status quo — the challenges of our time require everyone to play a role. Women bring unique perspectives, experiences, and skills to the table, and their voices and contributions are essential in shaping the future of global health. At Global Health Corps, we’re proud that our 1,300+ community of leaders comprises 65% women. And we’re equally proud that all of our leaders, regardless of their gender identity, lead with emotional intelligence, reward compassion, and prioritize equity and inclusion.
But achieving gender equity in global health leadership is not something that any one organization can do alone. It requires a collective effort from all stakeholders, including policymakers, industry leaders, and individuals. We must work together to learn from PM Ardern’s example and embrace the non-traditional leadership qualities that have the power to transform our world.
Bailey Borchardt is the Communications Coordinator at Global Health Corps and serves as the Editor-in-Chief of AMPLIFY. She is a graduate of City College of New York’s Colin Powell School of Civic and Global Leadership and lives in New York City.
Global Health Corps (GHC) is a leadership development organization building the next generation of health equity leaders around the world. All GHC fellows, partners, and supporters are united in a common belief: health is a human right. There is a role for everyone in the movement for health equity. To learn more, visit our website and connect with us on Twitter/Instagram/Facebook.
