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LEADERSHIP

DURING CRISIS
RAUNAQ WALIA 2022PGP453
RITIKA JINDAL 2022PGP319
AMRENDRA ROY 2022PGP051
DIKSHANT JAIN 2019IPM015
CRISIS
LEADERSHIP
Crisis leadership is the process of
responding to an organization's
challenges and preventing them from
occurring in the future. Most crisis
leaders emphasize the needs of their
employees and customers by providing
emotional support.
NEW ZEALAND HANDLING
THE COVID CRISIS
AS IT WENT

confirmed in New Zealand.
In late June, two cases of coronavirus were
When many countries are registering thousands of cases a day, two seems little to
worry about.
But until that point, New Zealand had gone 24 days without a single case, so these -
linked to quarantine breaches - were enough to lead to the resignation of the health
minister.

SO WHAT WAS THE STRATEGY


BEHIND NEW ZEALAND'S
COVID-19 SUCCESS?
HOW THEY WENT ABOUT IT

CLOSING OF STRICT SELF EARLY LOCK- EFFECTIVE


BORDERS ISOLATION DOWN COMMUNICATION
When the first death As of midnight on 16 New Zealand's approach Extensive testing and
due to covid-19 was March, everybody - was to "throw contact tracing
reported in China, including New everything at it at the operation was held. New
entry was banned for Zealanders - had to go start" and aim for total Zealand could carry out
foreigners. into self-isolation on elimination. New 10,000 tests a day.
New Zealanders arrival in the country, Zealand introduced a When a case was
returning had to unless they were new four-stage alert confirmed, contact
quarantine for 14 days coming from the system. tracers would aler
unaffected Pacific anyone they had close
islands. interactions with.
SUSTAINING THE ACHIEVEMENTS
On 8 June, Ms Ardern announced that with no new community transmissions in 17 days
and all patients fully recovered, "we are confident we have eliminated transmission of
the virus in New Zealand for now".

After the lockdown was removed, most aspects of daily life have returned to normal,
albeit with some social withdrawal. However, there is still no information regarding
when the gates would reopen to outsiders, and officials warn that carelessness could
have disastrous consequences.

Some errors by officials didn't result in an increase in cases, but it did lead to a great
deal of public outrage and, on July 2, David Clark's resignation as health minister. After
breaking the terms of the lockdown to take his family to the beach, he had already been
demoted.
LEADERSHIP ANALYSIS
TRANSFORMATIONAL LEADERSHIP THEORY

Inspirational Motivation: Other scientifically


developed countries could take inspiration
from New Zealand
Intellectual Simulation: Took cues from the
scientific enquiry to design proper response
Idealised Influence: Even after the criticism
from other countires, they stood by their belief
in their respomse style
Individualised Consideration: "Go home and
stay there for the best part of six weeks"
campaign to engage people
CRISIS LEADERSHIP THEORY

Effective leaders in a crisis situation


must be able to make quick
decisions, communicate effectively,
and maintain a sense of calm

Director-General of Health Ashley


Bloomfield's professional demeanor
and clear communication in press
conferences exemplify application of
this leadership theory
ADAPTIVE LEADERSHIP THEORY

Adaptive leaders must be able to


adapt to changing circumstances
and be open to new ideas

New Zealand's "go hard, go early"

approach to controlling the spread


of COVID-19 demonstrates how the
adaptive leadership was used to
successfully contain the pandemic.

How was New Zealand's response different


from others
Quick Response
Effective communication and public
compliance
Clear and simple processes
Streamlined system from "Four-stage
alert system"
Engaging experts in the process
Continuous adaptation
THANK YOU!
References:
https://www.bbc.com/news/world-asia-53274085
https://emeritus.org/in/learn/leadership-theories-for-
every-manager-in-2022/
https://www.indeed.com/career-advice/career-
development/crisis-
leadership#:~:text=What%20is%20crisis%20leadership%
3F,customers%20by%20providing%20emotional%20sup
port.

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