Women make better leaders

Column for Mathrubhumi (translated in Malayalam)

(Published May 24, 2020)

In 2009, I met a woman sarpanch in Nawada, Bihar. What struck me most about her quality of leadership was her willingness to innovate, and her ability to admit that she did not know and understand everything. She was barely literate. But she was recognised, even by those opposed to her, for the work she had done that benefitted the entire community.

Today, as the world continues to struggle with the Covid-19 crisis, where even in countries with a good health infrastructure, the virus is claiming lives in large numbers, the question of effective leadership is being discussed.

What are the qualities we need in a leader at a time of such a crisis, where a disease does not discriminate between class, caste or religion, where this so-called "common enemy" should unite us to minimise death and affliction? 

First is the ability to understand science or defer to those who do.  Second is empathy, so that those who get the disease feel assured that they will get treatment. Third is honesty, a willingness to admit that the challenge is beyond one individual and that everyone's help is needed.  Fourth is the ability to communicate simply and directly to people, especially the most vulnerable. And fifth is decisiveness but not arbitrariness.  In other words, even if tough decisions are taken, they are done with consultation with a wide range of people and interests.

It is fascinating to observe how during this global crisis, women leaders have become the focus of discussion about effective leadership.  Whether it is Kerala's Health Minister, K. K. Shailaja, or the head of the centre for disease control in South Korea, Jeong Eun-Kyeong, or women who lead governments, like the Prime Minister of New Zealand, Jacinda Ardern, the Prime Minister of Norway, Erna Solberg, or the Prime Minister of Finland, Sanna Marin, who leads a four party coalition, each led by a woman, their skill in dealing with this crisis has become a talking point.

Even older and more experienced leaders like Germany's Angela Merkel, who is a scientist, has been praised for the sober and simple way in which she has communicated the problem to her country. As a result, Germany has done far better than other European countries like Italy and Spain.

We certainly cannot generalise and say that in all circumstances women make better leaders. But today, there are only 7 per cent women heading governments around the world. That is why it is remarkable that so many of them are being noticed for the quality of leadership they have given at this time of crisis.  They have illustrated, by the way they have acted, each of the five qualities mentioned above that are needed in a leader at such a time.

We could argue that all the women mentioned head countries with small populations, or as in the case of Kerala, also a smaller population than other Indian states. Managing countries as large as India or China, or even the United States is far more challenging. But even in India, the Kerala model can be followed by other states, and in the spirit of federalism, the Centre should encourage this.  In the US too, some states have done better than others.  Rather than imposing a uniform policy for the whole country, a more inclusive, and decentralised plan would be more effective.

The common factor in the quality of leadership of these women is their ability to listen and consult.  You notice that they always use the term "we" when they speak, and not "I".  Being a leader at this time is not about the image or ego of one person. It is about how leaders motivate people to participate in handling this crisis. This is one area where the men can certainly learn from women.