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.
