Authentic Leadership A Thematic Analysis Of Jacinda Ardern S Speeches During Christchurch Mosque Shootings

Research Article / Araştırma Makalesi
Cite as/ Atıf: Balcı, O. (2021). Authentic leadership: A thematic analysis of Jacinda Ardern’s speeches during
Christchurch mosque shootings. Turkish Studies - Economy, 16(1), 83-103.
https://dx.doi.org/10.47644/TurkishStudies.48266
Received/Geliş: 09 December/Aralık 2020 Checked by plagiarism software
Accepted/Kabul: 20 March/Mart 2021 Published/Yayın: 30 March/Mart 2021
CC BY-NC 4.0
Authentic Leadership: A Thematic Analysis of Jacinda Ardern’s Speeches During
Christchurch Mosque Shootings
Otantik Liderlik: Jacinda Ardern’in Christchurch Cami Saldırıları Sırasındaki Konuşmalarının
Tematik Bir Analizi
Oktay Balcı*
Abstract: The Christchurch Mosque Shootings have seriously tested the leadership of young and
inexperienced Jacinda Ardern, The Prime Minister of New Zealand. But, at the end of crisis she has
surprisingly become one of the leadership icons in the world. Her leadership success has given people a
perspective that they can be managed differently and extreme conditions can be handled smoothly. This is
why it is important to shed light on the leadership typology she represents. In this study, it was aimed to
investigate the discourse adopted by Jacinda Ardern during the Christchurch Mosque Shootings in terms of
authentic leadership. To this end, Ardern’s all public speeches and press releases related to the terror attack
have been analysed in terms of authentic leadership in situ and limited timeframe. In this qualitative research,
naturalistic inquiry and hermeneutic phenomenology have been adopted as philosophy. The data was
obtained from the official website of the New Zealand Government (www.beehive.govt.nz) and then
analysis was performed. In the light of analysis testimonies, it is possible to say that the leadership
disclosure adopted by Ardern during the crisis fits adequately into the authentic leadership style. In this
context, the disclosures related to self-awareness and internalized moral dimensions can be regarded as
dominant themes since they have answered the research question more clearly.
Structured Abstract: Scandals and crises (Enron scandal, Volkswagen emission incident, BP oil spill,
economic crises, mismanagement of Covid-19 pandemic) that have occurred in both political and business
world in the last half century have created emotional devastation in people with a great erosion of trust
towards leaders. This negative situation has pushed people to seek a new type of leadership instead of the
classical leadership approach. George (2015) attributed this dramatic change in leadership understanding not
only to people's loss of trust in their leaders, but also to leaders' not taking lessons from painful past
experiences. However, new types of leaders have been able to learn from both bad experiences of others and
their own mistakes. They have preferred to pursue their own "True North" (to be authentic) rather than to
imitate someone else.
As a result of a terrible incident that took place on March 15,2019, the whole world met one of the
new type leaders, Jacinda Ardern. During the Friday prayer, a terrible terrorist attack was carried out by the
same murderer on two separate mosques (Al Noor Mosque and Linwood Islamic Center) in Christchurch.
*
Dr., Millî Eğitim Bakanlığı (MEB)
PhD, Republic of Turkey, Ministry of National Education
0000-0002-0974-3850
oktaybalci@gmail.com

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Turkish Studies - Economy, 16(1)
The management of this incident gave the leadership of the young and inexperienced Prime Minister Jacinda
Ardern a real test. Unfortunately, 51 people were martyred, and many were injured by this attack. The cold-
blooded murderer first sent his alleged manifesto to the media and the prime minister's office, and then
carried out a terrible massacre by broadcasting it live on Facebook.
In an interview with Jacinda Ardern (Blackwell, 2020), she answered the question “Can you
describe a moment that tests your leadership?" as "March 15 terrorist attacks". In fact, true leadership only
manifests itself in such difficult conditions and challenging situations. One of the most proper expressions
among the people about being a leader in difficult times is the saying "the mastery of captain is tested in
tough times". The aim of this paper is to investigate the discourse adopted by Jacinda Ardern in terms of
authentic leadership dimensions during the process of a crisis (Christchurch Mosque Shootings). Thus, first,
we thought that this paper will try to see how crisis management and authentic leadership work together in
real-time. Second, taking a closer look authentic leadership literature, it is possible to say that most of the
papers had focused on organizational level and carried out by quantitative method. As a new type leadership
profile, Jacinda Ardern, unfortunately couldn’t get the attention she deserved in leadership or management
discipline as she got from the media in the meanwhile. This is why it is important to shed light on the
leadership typology Ardern represents. By the same token, this paper tries to investigate that the importance
of human factor which neglected before in the leadership literature. To do this, the paper has mainly been
focused on the communication language of Jacinda Ardern. Because as stated by Fairhurst and Connaughton,
(2014); Conger, (1991); McLetchie, (2014) the content of communication adopted in times of crisis is an
important evidence in determining a leader’s typologhy. Finally, to be more specifically, the following
research question was posed based on the theory in the paper.
RQ: Did Jacinda Ardern have an authentic leadership perspective in her discourse related to the
Christchurch Mosque Shootings?
This study is a qualitative research. In this study, naturalistic inquiry and hermeneutic (interpretive)
phenomenology have been adopted as philosophy. "Qualitative research tries to understand how people
interpret their experiences, how they construct their worlds, and what meaning they attribute to their
experiences” (Merriam, 2018, p.5). In a qualitative research, the real environment is used to collect data. In
this study, the research data was collected from document analysis with purposive sampling and interpreted
with thematic analysis in terms of dimensions of authentic leadership. To this end, I applied the Authentic
Leadership Questionnaire Items developed by Walumbwa et al., (2008) (appendix 1). A theme explains the
key points related to the research question within the data. Via thematic analysis, it is possible to determine
the existence of the concepts and themes in the texts. The aim in this is to see the reflection of reality or
unravel the surface of reality. (Braun and Clarke,2019).
In the light of testimonies, it is possible to say that the leadership discourse she adopted in a critical
period satisfactorily fits into the authentic leadership style. Therefore her leadership can be addressed as the
authentic leadership style. In this context, the disclosures related to the self-awareness and internalized moral
dimensions can be regarded as dominant themes as they answer the research question more clearly.
Keywords: Leadership, authentic leadership, Jacinda Ardern, Christchurch mosque shootings, crisis
communication.
Öz: Christchurch Camii Saldırıları, genç ve deneyimsiz Yeni Zelanda Başbakanı Jacinda Ardern'in liderliğini
ciddi şekilde test etmiştir. Ancak krizin sonunda Ardern, sürpriz bir şekilde, dünyanın ikon liderlerinden biri
haline gelmiştir. Onun liderlik başarısı, insanlara farklı şekilde yönetilebileceklerine ve olağanüstü koşulların
sorunsuz bir şekilde ele alınabileceğine dair bir perspektif kazandırmıştır. Ardern’in temsil ettiği liderlik
tipolojisine ışık tutmak bu yüzden önemlidir. Bu araştırmada Christchurch Camii Saldırıları sürecinde
Jacinda Ardern tarafından benimsenen söylemin, otantik liderlik açısından değerlendirilmesi amaçlanmıştır.
Bu amaçla, Jacinda Ardern’in terör saldırısı ile ilgili tüm halka sesleniş konuşmaları ve basın bültenlerine
doğal seyrinde ve sınırlı bir zaman aralığında tematik analiz yapılmıştır. Bu nitel araştırmada felsefe olarak
doğal sorgulama ve hermeneutik (yorumlayıcı) fenomenoloji yaklaşımı benimsenmiştir. Hermeneutik
(yorumlayıcı) yaklaşım, fenemenoloji ve vaka çalışmalarında sıkça kullanılan bir yöntemdir. Araştırmanın
verileri olan konuşma metinleri, Yeni Zelanda Hükümeti'nin resmi veb sayfasından (www.beehive.govt.nz)

Authentic Leadership: A Thematic Analysis Of Jacinda… 85
www.turkishstudies.net/economy
elde edilmiş ve sonra tematik analize tabi tutulmuştur. Tematik analizi sonucu elde edilen deliller ışığı
altında, Jacinda Ardern'in Christchurch Cami Saldırıları sonrası benimsediği kriz iletişimin, otantik liderlik
tarzına yeterli (tatmin edici) derecede benzediğini söylemek mümkündür. Bu bağlamda öz farkındalık ve
içselleştirilmiş ahlak anlayışı boyutlarına ilişkin söylemler, araştırma sorusunu daha net yanıtlar verdiği için
bu boyutlar baskın temalar olarak kabul edilmiştir.
Anahtar Kelimeler: Liderlik, otantik liderlik, Jacinda Ardern, Christchurch cami saldırıları, kriz iletişimi.
Introduction
"What is my contribution to the goodness of humanity?"
Csikszentmihalyi (2003), in his work titled “Good Business”, recommends that every
responsible leader should first ask himself the question above. According to him, the main point
that distinguishes a good leader from a bad leader, which he calls a "social predator"(p.18), is the
positive anxiety involved in this problem. This concern is also the spark point of the leader's
process of creating a transcendent meaning both in his own world and in the followers' world. A
good leader reaches his ultimate goal by touching his followers’ heart and supporting them
wholeheartedly. Goleman et al. (2002) argued that this goal can only be achieved with primal
leaders who appeal to the emotions of their followers. According to him, primal leaders are
considered to be a kind of emotional guide of their followers. They evoke emotion and passion in
people and activate them again with emotion.
Scandals and crises (Enron scandal, Volkswagen emission incident, BP oil spill, economic
crises, mismanagement of Covid-19 pandemic) that have occurred in both political and business
world in the last half century have created emotional devastation in people with a great erosion of
trust towards leaders. This negative situation has pushed people to seek a new type of leadership
instead of the classical leadership approach. George (2015) attributed this dramatic change in
leadership understanding not only to people's loss of trust in their leaders, but also to leaders' not
taking lessons from painful past experiences. However, new types of leaders have been able to
learn from both bad experiences of others and their own mistakes. They have preferred to pursue
their own "True North" (to be authentic) rather than to imitate someone else.
As a result of a terrible incident that took place on March 15,2019, the whole world met
one of the new type leaders, Jacinda Ardern. During the Friday prayer, a terrible terrorist attack
was carried out by the same murderer on two separate mosques (Al Noor Mosque and Linwood
Islamic Center) in Christchurch. The management of this incident gave the leadership of the young
and inexperienced Prime Minister Jacinda Ardern a real test. Unfortunately, 51 people were
martyred, and many were injured by this attack. The cold-blooded murderer first sent his alleged
manifesto to the media and the prime minister's office, and then carried out a terrible massacre by
broadcasting it live on Facebook.
This attack was unexpected for the country and the scale of violence was quite high.
While the mosque’s imam who was attacked, described the incident as "New Zealand's September
11th" (aa, 2019), Prime Minister Jacinda Ardern announced that day as "one of the darkest days in
New Zealand" (15 March press release). In fact, these are the days for good leaders to absorb their
followers' pain. An effective crisis management is closely related to the leader's level of crisis
communication.
Communication between the leader and his followers is extremely important in times of
crisis. In such moments, people need effective leaders and always want to see them on the stage,
unlike normal days. On the other hand, in times of crisis the language used by leaders has a critical
role in crisis management. According to Gallo (2020), words are like a virus in crisis times, so they

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should be chosen carefully by leaders. Because worlds have both positive and negative effects on
people and sometimes they can even be the spark point of an action.
In an interview with Jacinda Ardern (Blackwell, 2020), she answered the question “Can
you describe a moment that tests your leadership?" as "March 15 terrorist attacks". In fact, true
leadership only manifests itself in such difficult conditions and challenging situations. One of the
most proper expressions among the people about being a leader in difficult times is the saying "the
mastery of captain is tested in tough times". The aim of this paper is to investigate the discourse
adopted by Jacinda Ardern in terms of authentic leadership dimensions during the process of a
crisis (Christchurch Mosque Shootings). Thus, first, we thought that this paper will try to see how
crisis management and authentic leadership work together in real-time. Second, taking a closer
look authentic leadership literature, it is possible to say that most of the papers had focused on
organizational level and carried out by quantitative method. As a new type leadership profile,
Jacinda Ardern, unfortunately couldn’t get the attention she deserved in leadership or management
discipline as she got from the media in the meanwhile. This is why it is important to shed light on
the leadership typology Ardern represents. By the same token, this paper tries to investigate that the
importance of human factor which neglected before in the leadership literature. To do this, the
paper has mainly been focused on the communication language of Jacinda Ardern. Because, as
stated by Fairhurst and Connaughton, (2014); Conger, (1991); McLetchie, (2014) the content of
communication adopted in times of crisis is an important evidence in determining a leader’s
typologhy. Finally, to be more specifically, the following research question was posed based on the
theory in the paper.
RQ: Did Jacinda Ardern have an authentic leadership perspective in her discourse related
to the Christchurch Mosque Shootings?
1.Literature
1.1 Authenticity
The philosophical roots of the concept of authentic are based on Greek philosophy (know
yourself) and these words "Nosce te ipsum" are engraved in the Apollo temple in Delphi
(Dizdar,2010, p.130). Not only has authenticity found a place in ancient philosophy but also in
contemporary philosophical discipline. For example, Heidegger argued that authenticity is related
to the one’s approach to daily activities. According to him, authentic requires individuals to hold
the threads of their own life, focus on and engage with their work. Kierkegard, on the other hand,
explains authenticity as the realization of lifestyle (self-reflection) that person finds meaningful
(Golomb, 1995). Finally, Sartre (1946) claimed that an authentic life can only be found by
discovering it. When person is honest with himself and has the courage to take responsibility, it
will be easier for one to discover himself/herself and therefore be authentic.
Today, unlike the past, the word “authentic” has gotten rid of its diversity and has
become simpler with defined limits. For example, McShane and Von Glinow, (2016, p.217)
defined authenticity as "knowing yourself and being yourself". ‘To know yourself’; It consists of
understanding the life story of individual, evaluating the information fairly and the desire to reflect
oneself. ‘Being yourself’ includes a behavioral (reflection) dimension. It represents the actions of
individual to develop his own style, to apply his own values and to protect these values.
1.2 Authentic Leadership
Robbins and Judge (2012, p.394) describe authentic leaders as "people who know who
they are, what they believe and act in accordance with these values." Avolio et al. (2004) described
authentic leadership as leaders who know who they are, what they think and how they behave.
They also know the values of others. From this aspect, it is possible to say that authentic leaders
display an ethical image and build trust in their followers.

George (2015), who has an important role in bringing authentic leadership to the
management discipline, accepted this leadership style as the gold standard of leadership. According
to him, authentic leadership is a natural leadership method. Bill George explained the difference
between authentic leaders and former leaders in an interview on CNBC
“They (old leaders) used to be all about charisma and style in my era. Now it is about
authentic leaders who are real people and admit their mistakes. They are transparent and open.
Today’s leaders have much more of a global mindset” (CNBC,2020).
So, in line with this comparison, wouldn't a completely sincere and transparent
authenticity make leadership impossible? For example, Ford and Harding (2011, p.463) argued that
authentic leadership will break down the walls between the leader (the self) and the organization,
and if this is implemented, it will activate "destructive dynamics" within the organization. Goffee
and Jones (2005) revealed this as a paradox of authentic leadership and therefore reminded that the
degree of authenticity should be at a level that can be controlled by the leader. Because authentic
people know well when to show and to whom their personal characteristics. George (2016) argued
that such criticism is due to fundamental misunderstanding of authentic leadership. According to
him, authentic leaders are the authors of their own destiny. In addition, it is impossible to be
authentic without gaining any experience or displaying non-authentic behavior. Besides, they are
not reckless people who speak whatever comes to their mind. Authentic people are the ones who
know the limits of their discourse and behavior.
Undoubtedly, this time, we think of the fact that in an organization or society where
charisma, harsh discourse and action prevail, displaying an authentic leadership style may create
difficulties in managing people. In other words, what are the chances of an authentic leadership
versus charismatic or autocratic leadership typology? This is where the critical role of followers
emerges and answer the question. Because it is not possible for a leader to be authentic alone.
Likewise, there is no point of declaration of a leader himself "I am an authentic leader". This
situation is very similar to someone saying, "I am a sincere person". So, just as in sincerity, we
need the eyes (the critique) of others to evaluate the concept of authenticity. In authentic leadership
these eyes (the critique) belong to the followers. As long as followers accept their leaders' authentic
discourse and actions with the same sincerity and honesty, the leader is considered authentic. This
contribution of followers makes them authentic leader.
To better understand authentic leadership, it is also helpful to travel to its psychological
roots. These roots are present in "Maslow Needs Theory". From the perspective of the hierarchy of
needs, it is possible to regard leaders who want to reach the level of “self-actualization” as
authentic. Because in this process, the leader is motivated to reach his original purpose and
meaning of life, and always reviews himself in the same direction (Johnson, 2019). They are often
affected by a story about their life or a critical event and continue rest of their lives with the guide
of this experience (McShane ve Von Glinow,2016; Gardner et al.,2005; Shamir and Eilam,205).
The leader thus also finds the opportunity to make sense and revise his life (Walumbwa et al.,
2008).
One of the main characteristics of an authentic leader is that they are not egoistic. Because
they play an important role in their personal improvement by motivating not only themselves but
also their followers towards a goal (Zamahani et al., 2011). This is why there is a positive social
exchange between them and their followers (Avolio and Gardner, 2005). Shamir and Eilam (2005)
attributed this change to authentic reasons and stated that the relationship between leader and
follower is authentic. In this regard, the success of an authentic leader depends on their followers
accepting him for authentic reasons. Authentic followers accept the leader as he is and are not
delusional or delusional about him. They follow it on values rather than practical or material
reasons. They focus on the quality of the leader, not the quantity.

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1.3 Authentic Leadership Characteristics
Shamir and Eilam (2005) divided the characteristics of authentic leaders into four groups.
-Authentic leaders do not imitate their leadership. They do not emulate others because
being themselves is the main point and enough to lead. It is not their style to influence their
followers with a fake image or body language. They don't even need a legal status to influence their
followers. Status does not change them. But they add a different interpretation to status.
-Authentic leaders do not accept leadership roles to achieve a financial expectation or a
career goal (George et al., 2007). Developing a mission, reaching a vision, and acting an axis of a
belief are their motivation to work. Therefore, they are concerned with the physical and spiritual
evolution of their followers as well as themselves. This enables them to do their work in a
meaningful (eudomanic), not pleasure (hedonic) manner. They seek meaning and depth in their
actions.
-The personal characteristics of an authentic leader determine their authentic characteristics
and make them unique (Chan, 2005). So, they are original (sui generis) and cannot be copied. What
makes them so different is their own interpretation of the leadership process.
-Authentic leaders act in line with their own values and beliefs. His words and actions are
consistent. They have no hidden agendas.
1.4 The Dimensions of Authentic Leadership
Authenticity has four distinct dimensions (Kernis, 2003, Gardner et al., 2005, Walumbwa
et al., 2008).
-Self awareness
According to Charles Darwin, self-awareness begins when a person sees himself in the
mirror. This process then continues with the question of "who am I?". Over time, questions such as
“Who was I?" "Who am I?" and "Who can I be?" follow (Shamir and Eilam, 2005). For this
purpose, the individual begins to define, process and store information (abilities, thoughts, mental,
emotional and behavioral attitudes) about himself throughout his life. Thus, an individual has the
opportunity to review all his thoughts and feelings about himself (Myers and Dewall, 2015). In
fact, over time, he even masters evaluating himself through the eyes of others. Thus, he becomes
the object of his own consciousness. In the literature, focusing one's attention on himself is called
self-awareness (Silvia and Duval,2001; Morin, 2011). With self-awareness, individual begins to be
aware of his or her own characteristics (Kernis, 2003). Therefore, individuals with high self-
awareness always seek feedback from others and pay attention to how others perceive their own
abilities (Walumbwa et al., 2008). Thus, individual can reach the ability to discover both strengths
and weaknesses and unique aspects (different faces of himself) over time (Gardner et al., 2005;
Walumbwa et al., 2008). When he can do this objectively, he also finds the opportunity to improve
and measure himself.
Gardner et al. (2005) argue that self-awareness is not the end but a matter of process. With
this process, leaders could find the opportunity to identify their own strengths and weaknesses and
to regulate themselves. Through self-regulate process, they try to self-control by the evaluation
internal and external factors. The roots of this process are in self-determination theory. Self-
determination theory state that “people’s relationships and social contexts must involve and support
their fundamental human needs for autonomy, competence, and relatedness” (Legault,2017, p.7).
From this point of view, extraordinary situations such as natural disasters, wars, economic crises or
terrorist incidents are a real test for leaders.

-Balanced Processing
At the core of crisis leadership there is an implementation of actions to minimize the
effects of the crisis. In times of crisis, leaders can make wrong decisions, as well as ignore threats
and exacerbate the crisis (Boin et al., 2013). Therefore, leaders should evaluate the information
correctly at the stage before making decision. In that sense, authentic leaders assess information
and ideas objectively in the decision-making process. Because they know that distorting,
exaggerating or ignoring information will hinder their improvement (Gardner et al., 2005; Kernis,
2003, Walumbwa et al., 2008).
-Internalized Moral Perspective
One of the most important tasks of leaders in times of crisis is to create "meaning". When a
crisis occurs, people want to hear about how their leaders assess the event and how to get out of the
crisis. They expect words that will enrich the meaning in line with universal or core values (Boin
et al., 2013). Authentic leaders are one of the most important types of leadership to achieve this.
Because they make their actions and statements in line with a deep morality, value, thought or
feeling that directs them. Therefore, there is consistency between their beliefs and their actions
(Shamir & Eilam, 2005; Walumbwa et al., 2008). Internalized moral perspective refers to the
leader's review of moral criteria and behavior. The populist policy or the pressures of others cannot
separate them from their moral understanding (Gardner et al., 2005). They do not act out of fear of
pleasing someone else or being punished. Because acting authentic requires the leader to act
according to his own values, needs and preferences (Kernis, 2003).
-Relational Transparency
Relational Transparency, another dimension of authentic leadership, aims to build
transparency, trust and value in close relationships. In order to evaluate himself properly, the leader
must build mutual trust with his followers (Kernis, 2003). One of the most effective ways to build
trust for an authentic leader is to be transparent in relationships (Walumbwa et al., 2008; Gardner et
al., 2005).
2.Method
2.1 Methodology
This study is a qualitative research. In this study, naturalistic inquiry and hermeneutic
(interpretive) phenomenology have been adopted as philosophy. "Qualitative research tries to
understand how people interpret their experiences, how they construct their worlds, and what
meaning they attribute to their experiences” (Merriam, 2018, p.5). In a qualitative research, the real
environment is used to collect data. In this study, the research data was collected from document
analysis with purposive sampling and interpreted with thematic analysis in terms of dimensions of
authentic leadership. To this end, we applied the Authentic Leadership Questionnaire Items
developed by Walumbwa et al., (2008) (appendix 1). A theme explains the key points related to the
research question within the data. Via thematic analysis, it is possible to determine the existence of
the concepts and themes in the texts. The aim in this is to see the reflection of reality or unravel the
surface of reality. (Braun and Clarke,2019).
2.2 Data Collection and the Procedure
Public speaking has a considerable effect on people in crisis times (Irımıeş,2010). The
sample of the paper consists of Ardern's public speeches and press releases (documentary source)
related to the Christchurch Mosque Shootings within the six-month period. In fact six month
duration is sufficient time period in order to asses the process of a crisis. Data were obtained from
the Official Website of the New Zealand Government (www.beehive.govt.nz).

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Table 1: Jacinda Ardern’s speech and press releases
15 March (Short) Press Conference 25 March Post-Cabinet
15 March Press Conference 28 March Christchurch Speech
18 March Parliament Speech 16 May Paris Speech
18 March Post-Cabinet Press Conference 27 August Press Release
19 March Parliament Speech 1 September Press Release
21 March Parliament Speech 25 September UN Speech
The process of analysis was realized in six phases in accordance with Braun and Clarke
(2006) thematic analysis process by using Maxqda program.
Phase 1. The study started by examining the literature about the dimensions that took place
as a generic theme. Main and generic themes were derived from the theory of authentic leadership.
The research question was posed based on the theory with a deductive approach in a constructivist
paradigm.
Phase 2. Jacinda Ardern's speeches were obtained from data source and read carefully.
Then an answer was tried to be found of the research question within the data.
Phase (3): The answers of research question were coded by interpreting text in accordance
with inductive approach. In doing so, sub-themes were obtained from text (raw data).
Phase (4). The sub-themes were determined based on generic themes (the dimensions of
authentic leadership) regardless of their length and repetition. Thus, the importance of themes was
revealed. Then an example map in figure (1) was created based on sub and generic themes.
Phase (5). Themes were introduced.
Phase (6). A descriptive and case report was made in the light of prominent excerpts
Figure 1: Example of map created based on generic categories

2.3 Findings and Discussion
-Jacinda Ardern in terms of self-awareness
Some self-awareness excerpts obtained from the text are shown in table (2)
Table 2: Self-awareness Excerpts
Excerpt Sub-theme Generic theme Main theme
“Al salam Alaikum
Peace be upon you. And peace be
upon all of us”
Empathy Self-Awareness Authentic Leadership
“They were New Zealanders.
They are us. And because they are
us, we, as a nation, we mourn
them”.
Empathy Self-Awareness Authentic Leadership
“Part of ensuring the safety of
New Zealanders must include a
frank examination of our gun
laws. As I have already said Mr
Speaker, our gun laws will
change”
Effective
decision
making
Self-Awareness Authentic Leadership
The Christchurch Mosque Shootings is a dreadful case both in substance and method.
Indeed, immediately after the incident Ardern has labeled it as “one of the darkest days “of their
history. She has also used the adjectives "extraordinary" and "unprecedented violence" to describe
the scale of the incident (March 15 short press conference). In such a situation, Jacinda Ardern had
to manage herself as well as people. Considering Ardern's statements from this perspective, it
seems that the most striking sub-theme is making effective decisions related to security. Because in
times of high tension such as terrorism, the strongest emotion that can occur in society will
undoubtedly be insecure feeling and vulnerability (Johnson and Hobfoll.,2015). Effective decisions
are needed to manage these sociopsychological situations. According to some studies (Atwater &
Yammarino, 1992; Wang et al., 2014; George et al., 2007) that leaders with high self-awareness are
more effective and may increase their performance. In this context, Ardern seemed aware of the
insecurity and vulnerable feeling of the local Muslim residents in the aftermath of the incident. In
fact, she reflected this awareness not only with her behavior but also with her words. For instance,
after the one day later the incident, Ardern met the victim families and said them “I am here to
stand alongside you” (Manhire,2019). She also shared an anecdote about a young boy at the United
Nations General Assembly Speech (September 25 UN Speech). According to the anecdote as
Ardern walks to the parking lot after a mosque visit, a little boy shyly approaches her and says,
"Will I be safe now?"
One of the most important roles of an effective leader in such harsh times is to build trust in
people and take responsibility for keeping environment safe. After reviewing Ardern’s statements
for second time, it is possible to say that the prime minister made some effective decisions to be
cautious. Being cautious means taking preemptive actions for future. For this purpose, Ardern
seems to have made some effective decisions in order to eliminate the deep trauma and post-
traumatic stress disorder experienced by Muslims and local people in her country (Kerdemelidis
and Reid,2019). The prime minister took her first significant step by raising the level of security in
order to eliminate the fear of violence that grows like a wave of hysteria due to the incident in her
country (Ministry of Health,2019). “Our national security threat level has been lifted from low, to
high. This, I want to assure people, is to ensure that all our agencies are responding in the most
appropriate way. That includes at our borders “(15 March Press Release)

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Another effective decision was about that social media platforms should be brought under
control for the sake of human well-being. That's why, in her speeches, Ardern argued that social
media platforms should now take responsibility for the well-being of people and take action as
soon as possible. Therefore, after making a global call (Christchurch call), she directly contacted
officials of social media platforms:
We cannot simply sit back and accept that these platforms just exist and that
what is said on them is not the responsibility of the place where they are published.
They are the publisher. Not just the postman. There cannot be a case of all profit no
responsibility. This of course doesn’t take away the responsibility we too must show as
a nation, to confront racism, violence and extremism. I don’t have all of the answers
now, but we must collectively find them. And we must act (19 March Parliament
Speech)
Another effective decision of Ardern was about that the gun law should be changed
immediately. The ban and surrender of semi-automatic weapons in a short period are an action that
shows also her consistency (Does she demonstrate beliefs that are consistent with actions?) as well
as her cautious personality:
Part of ensuring the safety of New Zealanders must include a frank
examination of our gun laws. As I've already said, our gun laws will change (19 March
Parliament Speech)
After the incident, the prime minister built a quick inquiry team, installed a mental health
and social support line, supplied funeral aid and tax exemption to the victims’ families. These are
also some of her other effective decisions:
But as I say, please remain in lockdown. We are potentially still dealing with
an evolving situation (15 March Short Press Conference)
Before I begin I want to acknowledge again and use this opportunity to again
highlight 1737 as the contact number that anyone can text or call if they are feeling
distress, if they have any mental health concerns for themselves or a loved one (18
March Parliament Speech)
Today it was also agreed that there will be an inquiry to look at the specific
circumstances leading up to the Christchurch mosques terror attack on March 15. The
purpose of this inquiry is to look at what all relevant agencies knew or could or should
have known about the individual and his activities, including his access to weapons and
whether they could have been in a position to prevent the attack (18 March Parliament
Speech)
Ardern emphasized empathy “what the world needs now is the quality of empathy” and
argued that a leader can be both strong and empathetic in her speech (23 January Davos Speech).
Empathic perspective is an important symptom of emotional and social intelligence. It means that
individuals can understand the emotions of others and sense what they need (Goleman, 1996,
Goleman, 2006). Empathy is also essential for communicating effectively in times of crisis
(Mustaqim,2019). From this point of view, it is possible to say that the empathetic discourses
adopted by Ardern after the incident are quite compassionate, inclusive and soothing. For instance,
a day later Ardern visited Christchurch to condolence the Muslims in a black dress and solemn
mood. She hugged them and wept from time to time. It is possible to see all this as the humanist
approach that should be, but Ardern's greeting the victims of terrorism like a typical Muslim and
condolences them with the headscarf have changed everything. She has received high praise from
all over the world. Because all these gestures were signs of high-quality empathy that the world had
not seen before. Ardern later explained in an interview that the reason why she wore headscarf was
to ensure that Muslim women who felt unsafe could wander the streets comfortably by wearing
headscarves (Euronews, 2019). This gesture of the prime minister has also become a role model for

the local people, therefore some of the women have started to wander the streets veiled, just like
Ardern. Ardern has not only veiled, but also pushed the boundaries of quality empathy by attending
the friday prayer a week later and read hadith before prayer. The most striking examples of quality
empathy in Ardern's speeches are shown below:
Al salam Alaikum (19 March Parliament Speech)
They were New Zealanders. They are us. And because they are us, we, as a
nation, we mourn them. (19 March Parliament Speech)
The mountain of flowers around the country that lie at the doors of mosques,
the spontaneous song outside the gates. These are ways of expressing an outpouring of
love and empathy (19 March Parliament Speech)
Let us acknowledge their grief as they do. Let’s support them as they gather
again for worship.
We are one, they are us (19 March Parliament Speech)
What words adequately express the pain and suffering of 50 men, women and
children lost, and so many injured? What words capture the anguish of our Muslim
community being the target of hatred and violence? What words express the grief of a
city that has already known so much pain? I thought there were none. And then I came
here and was met with this simple greeting. As-salaam Alaikum. Peace be upon you (28
March Christchurch Speech)
There is also some evidences that Ardern has focused on Muslims rather than
governmental position about the incident in her speeches.To illustrate this further, Krawel and
Karim (2019) claims that Jacinda Ardern has responded differently against terrorism in comparison
with most leaders who have similar mass shootings experience.According to the authors, for
instance both Donald Trump and Barack Obama,the Presidents of USA,had emphasized much
more about the criminal investigation and their governmental position rather than the victims in
their public speeches.
After going over Ardern’s speeches second time, it is possible to say that feedback
improvement occupies an important place in the text. Feedback improvement represents the
leader's need for feedback to develop social interaction with others (Walumbwa et al., 2008).
Feedback improvement also is an opportunity for self-regulation of leader. According to the speech
text, the need for Ardern’s feedback seems mostly on a global basis. Since she believes that the
matter is global Ardern likely wanted to make her voice heard all over the world. She started
calling people out “friends” who supported them and sent messages of solidarity after the incident.
In another speech, she addressed to all countries by emphasizing the global vicious circle in which
violence causes violence:
To the global community who have joined us today, who reached out to
embrace New Zealand, and our Muslim community, to all of those who have gathered
here today, we say thank you. And we also ask that the condemnation of violence and
terrorism turns now to a collective response. The world has been stuck in a vicious
cycle of extremism breeding extremism and it must end (28 March Christchurch
Speech)
In another speech, she again called out to the whole world and asked everyone to think
about a young boy’s safety anxiety (need for feedback):
It was only days after the shooting and I visited a mosque in our capital city.
After spending some time with community leaders I exited and walked across the car
park where members of the Muslim community were gathered. Out of the corner of my
eye I saw a young boy gesture to me. He was shy, almost retreating towards a barrier,

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but he also had something he clearly wanted to say. I quickly crouched down next to
him. He didn't say his name or even say hello, he simply whispered "will I be safe
now?"What does it take for a child to feel safe? (25 September UN Speech)
The hallmark of individuals with high self-awareness is self-regulation. Self-regulation
means that a leader evaluates his own deficiencies in the face of critical events or deepens his
strengths during critical times (Avolio & Gardner, 2005) (Shamir & Eilam, 2005). From the
perspective of self-regulation, the terrorist attack and its aftermath have given her both a great
opportunity to test her leadership and to take a great responsibility. One of the great responsibilities
of the leader during critical hours is the spokesperson role. Since Ardern could not predict such a
terrorist attack, she could not predict her role as a spokesperson for the victims of Muslims either,
but she tried to fulfill her role, albeit heavy. Because of the heavy burden of this role, she expressed
the following statement sadly. “One of the roles I never anticipated having, and hoped never to
have, is to voice the grief of a nation” (19 March Parliament Speech)
In another speech, she called for not only herself but also her followers to regulate
themselves:
We have wounds from our own history that, 250 years on from the first
encounters between Māori and Europeans, we continue to address. But since the
terrorist attack in New Zealand, we have had to ask ourselves many hard and difficult
questions (25 September UN Speech)
The action effect represents the belief that the leader can make a change for the goodness
of humanity in the world. This feature can be in the leader or in the followers through the leader.
According to the text, she has often spoke on behalf of individuals who make up the society as a
leader and stated that everyone has the potential to bring the country and the world to well-being:
Safety means being free from the fear of violence, but it also means being free
from the fear of those sentiments of racism and hate that create a place where violence
can flourish, and every single one of us has the power to change that (19 March
Parliament Speech)
We know we can’t change the world on our own. But we know we can – and
must – make a difference on this issue. Our ambition is high, but our approach is
pragmatic (16 May Paris Speech)
Jacinda Ardern has also asked social media and technology platforms to take responsibility
in terrorist incidents on behalf of humanity. After a while France has responded to this call. In her
speech in Paris, Ardern wanted the world to hear the Christchurch call:
The hearts of Aotearoa still ache. So, to them, and those across the world who
have been lost to the atrocities of terrorism, we mourn their passing, and farewell
them. And to those of us here today, global leaders congregated here to action by the
Christchurch Call, I greet you all. Let us all hear the call from Christchurch today. Good
afternoon and welcome (16 May Paris Speech)
Effective decision making (reactive response), empathy, feedback improvement, self-
regulation ability and action effect are the profile features of an authentic leader with high self-
awareness Kernis (2003) argued that one should trust one's desires and motives in order to reach
self-awareness. When asked in an interview (Manhire, 2019) whether her spontaneous and
determined responses during the terrorist attack were deliberate or not, Jacinda Ardern responded
as follows:
Very little of what I have done has been deliberate. It’s intuitive. I think it’s
just the nature of an event like this. There is very little time to sit and think in those
terms. You just do what feels right

Finally, it is useful to note that here, there are some studies about Jacinda Arden in
literature supporting these themes. For instance, Mustaqim (2019) drew attention to the effect of
Ardern's empathy policy against terrorism in his study. Similarly, Manriquez (2019) revealed in her
personality analysis that Ardern is a reactive and accommodating person. Not only in social studies,
Ardern's self-awareness qualities have been appreciated in the world of politics. For instance,
Recep Tayyip Erdoğan, the President of Turkey, has appreciated her after the incident as
“courageous and sincere” leader in the article written by himself in Washington Post (Erdoğan,
R.T,2019).As a matter of fact before the incident, Ardern was praised by German Chancellor
Angela Merkel as well, who adressed to the New Zealanders and said them "You can be proud of
your Prime Minister" (AP, 2018).
-Jacinda Ardern in terms of internalized moral perspective
Some internalized moral perspective excerpts obtained from the text are shown in table (3)
Table 3: Internalized Moral Excerpts
“We are a proud nation of more than 200
ethnicities, 160 languages. And amongst that
diversity we share common values.”
Respect for
values
Internalized
Moral
Perspective
Authentic
Leadership
“We represent diversity, kindness, compassion, a
home for those who share our values, refuge for
those who need it. And those values, I can assure
you, will not, and cannot, be shaken by this
attack”
Commitment to
values
Internalized
Moral
Perspective
Authentic
Leadership
“He sought many things from his act of terror,
but one was notoriety. And that is why you will
never hear me mention his name. He is a terrorist.
He is a criminal. He is an extremist. But he will,
when I speak, be nameless”
Universal
moral
Internalized
Moral
Perspective
Authentic
Leadership
“What is the most important thing in the world?
He tāngata, he tāngata, he tāngata. It is the
people, the people, the people”
Universal
moral
Internalized
Moral
Perspective
Authentic
Leadership
“Our societies must be compassionate and
inclusive no matter what religion, race or gender,
and we cannot call for others to model this
behaviour unless we model it ourselves, in our
actions and in our language”
Consistency Internalized
Moral
Perspective
Authentic
Leadership
Avolio et al. (2004) stated that authentic leaders respect individual differences and values
in order to build a bridge of trust and respect their followers. In this context, when we examine the
texts, the most striking feature of Ardern is that she recognizes individual differences and respects
the values of others. In order to emphasize this, she proudly emphasized several times that they are
a nation of more than 200 ethnic roots and 160 languages. Ardern have also emphasized from time
to time that her country and her people have values to overcome these hard times:
We are a proud nation of more than 200 ethnicities, 160 languages. And
amongst that diversity we share common values. And the one that we place the currency
on right now -- and tonight -- is our compassion and support for the community of those
directly affected by this tragedy. And secondly, the strongest possible condemnation of
the ideology of the people who did this (15 March Press Conference)
I've said many times that we are a nation of 200 ethnicities, 160 languages. We
open our doors to others and say welcome. The only thing that must change after the

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events of Friday is that this same door must close on all of those who espouse hate and
fear. (19 March Parliament Speech).
We represent diversity, kindness, compassion, a home for those who share our
values, refuge for those who need it. And those values, I can assure you, will not, and
cannot, be shaken by this attack (15 March Press Conference)
But with that memory comes a responsibility. A responsibility to be the place
that we wish to be. A place that is diverse, that is welcoming, that is kind and
compassionate. Those values represent the very best of us (28 March Christchurch
Speech)
Ardern preferred universal morality in terms of moral values in her speeches. After a few
hours the incident, she adressed the terrorist and supporter of terrorism with the words “You may
have chosen us, but we completely reject and condemn you". On the other hand, when she spoke
about the victims, she also deliberately used the words “They are us”. These words probably most
unforgettable and powerful statement which have found rightful place in the history of world
political rhetoric (stuff.co.nz,2019) (Sarigil,2020) (Reicher et.al,2019). Because, Ardern believed
that the meaning of the word "us" should be changed and reevaluated for the sake of humanity.
That’s the why she took science as a reference in her UN speech and stated that people in fact
naturally so inclined to form groups. To illustrate it, she stated that even a simple coin flipping
could divide people into groups. In another of Ardern's speech, she said she would never speak the
name of the terrorist. Indeed, Ardern kept her word and showed consistency by not mentioning the
killer's name in her speeches. Some passages from Ardern's speeches on behalf of universal
morality are given below:
You may have chosen us -- but we utterly reject and condemn you. (15 March
Press Conference)
These are people who I would describe as having extremist views that have
absolutely no place in New Zealand and, in fact, have no place in the World. (15 March
Press Conference)
If instead of fierce nationalism or self-interest, we seek to form our tribes based
on concepts that can and should be universal. What if we no longer see ourselves based
on what we look like, what religion we practice, or where we live. But by what we
value. (25 September UN Speech)
What is the most important thing in the world? He tāngata, he tāngata, he tāngata.
It is the people, the people, the people (16 May Paris Speech)
We have an obligation to New Zealand and to the wider international
community to prevent the financing of terrorist acts (1 September Press Release)
Feeling safe means the absence of fear. Living free from racism, bullying, and
discrimination. Feeling loved, included and able to be exactly who you are. And to feel
truly safe, those conditions need to be universal. No matter who you are, no matter
where you come from, no matter where you live (25 September UN Speech)
-Jacinda Ardern in terms of relational transparency
Some relational transparency excerpts obtained from the text are shown in table (4)
Table 4: Relational Transparency Excerpts
“One of the roles I never anticipated
having, and hoped never to have, is to
voice the grief of a nation” (sadly)
Sincerity Relational
Transparency
Authentic Leadership
“Terrorism and extremist violence
affect us all – regardless of culture,
country, religion, or race”
Frankly
speaking
Relational
Transparency
“It has exposed a range of weaknesses
in New Zealand’s gun laws”
Frankly
speaking
Relational
Transparency
Authentic Leadeship

One of the most important characteristics that distinguishes authentic leaders from non-
authentic leaders is their preference for transparency in communication. Authentic leaders try to be
clear in both their discourse and their actions. In a crisis moment being open and transparent enable
people more informed about the trouble and deal with crisis. Transparency also make authentic
leaders more accessible to the followers (George, 2016). Therefore Avolio et al. (2005) have placed
authentic leadership above other types of leadership. According to the authors authentic leaders
shows people what is real and what is fake. This can only be achieved with transparency in
relationships and management with heart.
On 15 March 2019, Ardern held a press conference right after the terrorist attack and built
an effective communication bridge with both her followers and the whole world. When we
interpret her speeches during the incident, Ardern seemed to prefer transparency in communication.
She also declared that she would always be open to questions about the incident. For instance, she
expressed openly the size, nature and source of the terrorist attack on the first day the incident. It is
true that she stated clearly the incident was a racist terrorist attack. She even made a self-criticism,
admitting that the terrorist attack stemmed from the weakness of their gun laws. Above all, she
stated that terrorism could strike anyone regardless of race, culture and religion, and underlined that
there might be pro-terrorism among themselves:
That quiet Friday afternoon has become our darkest of days (telling the hard
truth). (19 March Parliament Speech)
Yes the person who committed these acts was not from here. He was not raised
here. He did not find his ideology here, but that is not to say that those very same views
do not live here (telling the hard truth). (19 March Parliament Speech)
Terrorism and extremist violence affect us all – regardless of culture, country,
religion, or race (telling the hard truth). (16 May Paris Speech)
There are many questions that need to be answered, and the assurance that I
give you is that they will be (being open). (19 March Parliament Speech)
It has exposed a range of weakness in New Zealand’s gun laws (telling the hard
truth). (18 March Post-Cabinet Press Conference)
Paul Argenti (2002) found in his research that during the September 11 crisis times the
most effective managers were the leaders with the highest visibility level and sincerity. Argenti
explained the nature of transparency in communication in times of crisis in terms of visibility and
communicate sincerity. In this respect, it is obvious that Jacinda Ardern didn’t waste any time to go
on stage. Right after the incident she had appeared in front of press and one day later visited
victim’s families. During the condolence, she listened muslims carefully and tried to build sincere
relationship with them (BBC Turkish, Sabah). She showed the same sensitivity with a diplomatic
language. For instance when Donald Trump, the president of USA, called her to condolence about
the incident and asked what offer of support the USA, Ardern’s message was about providing just
“Sympathy and love for all Muslim Communities” (Fitzgerald,2019). Such open diplomatic
language can also be considered a proof of Ardern's relational transparency. This was one of the
features that made her different in response to terrorism.
-Jacinda Ardern in terms of balanced processing
Some balanced processing excerpts obtained from the text are shown in table (5)

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Table 5: Balanced Processing Excerps
“It is with extreme sadness that I tell
you that, as at 7 p.m. tonight, we
believe that 40 people have lost their
lives in this act of extreme violence”
Fair-minded
explanation
Balanced
Processing
“Our key considarations will be public
confidence in the work, timeliness and
management of classified information”
Management of
information
Balanced
processing
“I think, incredible that we’ve been
able to bring together the information
needed for the in-principle desion
that’s already been made; now it’s
about making sure some of the details
and implemantation work is prepared”.
Making decison
based on
information
Balanced
processing
“It is important that no stone is left
unturned to get to the bottom of how
this act of terrorism act of terrorism
occurred”
Looking round
before making
decision
Balanced
prossesing
Balanced processing reveals the leader's side of discreet and fair decision- making. It
means that the leader makes a rational decision after evaluating all ideas and information on the
subject objectively (Walumbwa et al., 2008). Taking a closer look Ardern’s speeches,
acknowledgement the incident urgently as a terrorism case by Jacinda Ardern can be accepted a
proper pattern in terms of balanced processing. Indeed Ardern did not hesitate to consider the
incident as a racist terrorism case and prefered common sense explanation in their speeches. Ardern
also resorted to an information-based investigation in resolving the incident and stated that they
acted meticulously in this process as follows:
It is important that no stone is left unturned to get to the bottom of how this act
of terrorism act of terrorism occurred (looking round before making decision) (25
March Post-Cabinet Press Conference)
It is with extreme sadness that I tell you that, as at 7 p.m. tonight, we believe
that 40 people have lost their lives in this act of extreme violence (fair-minded decision)
(15 March Press Conference)
It is clear that this can only be described as a terrorist attack (fair-minded
decision) (15 March Press Conference)
Of course it is also possible to ask the question here that whether she showed the same
meticulous before the attack or not? In fact this question was asked by media in 18 March Post-
Cabinet Press Conference. According to the media there were some warnings from muslims for
five years that “they felt threatened and nothing was done”. Ardern’s answer this question was as
follows:
I saw those reports and specifically have asked that question of our agencies.
They acknowledge that those agencies have met the individual who has made those
statements; that they have in the past had conversations. They’ve also given me the
assurance that any specific issues that have been raised, any leads, any threats, have
always been followed up on. (Listening ability)
According to George (2015), taking lessons from painful past experiences is the trait of
new type leaders. In modern history, terrorism is considered an unexpected phenomenon for New
Zealand (Bag,2019). That’s why some New Zealanders attributed the incident as “loss of
innocence” (Crothers and O’Brien,2020, p.4). In this regard, both the prime minister and the

government can be regarded as inexperienced in the face of terrorism. In such situations, one of the
best options for a leader is to seek information from countries experienced in terrorism. Ardern did
so:
I have learned in a very short period of time around events that other countries
have experienced before is that this is a trend that has occurred in regions that have
experienced these kinds of horrific attacts. We are looking the lessons that are being
learned in other jurisdictions around that tend to follow (listening ability) (18 March
Post-Cabinet Press Conference)
Making decision based on information is another trait of balanced processing. As
mentioned before, Ardern launched “the Christchurch Call” to underline the role of the media in
terrorist incidents. She tried to justify the call by evidence-based approach. The importance of
observing and gathering data is evident in the following excerpts:
The terrorist attack on March 15 was specifically designed to be broadcast on
the internet, and it was. The sheer scale of its reach was staggering. The original footage
was viewed 4000 times before being removed by Facebook. But within the first 24
hours it spread and proliferated, 1.5 million copies of the video were taken down from
Facebook. There was one upload per second to YouTube in the first 24 hours alone. It’s
hard to quantify the harm this caused. But the fact it caused harm is unquestionable.
Thousands of New Zealanders called our nationwide mental health support line saying
the video was causing them distress” (making decision based on information) (16 May
Paris Speech)
4. Conclusion
There is no doubt that the Christchurch Mosque Shootings gave both a great responsibility
to Ardern, who was young and not having enough experience, and the opportunity to evaluate
herself. As argued here it is acceptable that New Zealand Prime Minister Jacinda Ardern fulfilled
this responsibility in terms of authentic leadership. In the light of testimonies, it is possible to say
that the leadership discourse she adopted in a critical period satisfactorily fits into the authentic
leadership style. Therefore her leadership can be addressed as the authentic leadership style. In this
context, the disclosures related to the self-awareness and internalized moral dimensions can be
regarded as dominant themes as they have answered the research question more clearly.
This study allows us examining Jacinda Ardern’s speeches in terms of authentic leadership
in situ and limited timeframe. It also offers two main contributions to the field of authentic
leadership. First of all, this study has revealed the fact that there is a considerable harmony between
Jacinda Ardern’s disclousure adopted in crisis communication and authentic leadership style.
Secondly, in the study, the special attention has been paid the Ardern’s role of authentic leadership
in the response to the Christchurch Mosque Shootings. Thus, the mindset of a succesful leader
(Jacinda Ardern) has been investigated through the discourse she adopted during crisis
management. In doing so, a perspective for readers has been offered to examine how an authentic
leadership were enacted in reality. As a result, it was once again revealed that how important the
human factor and leadership are in crisis times and communication.
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Appendix (1): Authentic Leadership Questionnaire Items
Self-Awareness
1. Does (Jacinda Ardern) seek feedback to improve interactions with others?
2. Does she accurately describe how others view her capabilities?
3.Does she know when it is time to reevaluate her positions on important issues?
4.Does she show she understand how specific actions impact others?
Relational Transparency
5. Does she say exactly what she means?
6. Is she willing to admit her mistakes she made?
7.Does she encourage everyone to speak her mind?
8.Does she tell the hard truth?
9.Does she display emotions exactly in line with feelings?
Internalized Moral Perspective
10. Does she demonstrate beliefs that are consistent with her actions?
11.Does she make decisions based her core beliefs?
12.Does she ask everbody to take positions that support their core values?
13.Does she make difficult decisions based on high standards of ethical conduct?
Balanced Processing
14. Does she solicit views that challenge her deeply held positions?
15.Does she carefully listen to different points of view before coming to conclusions?
16.Does she analyze relevant data before coming to a decision?

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