Authentic and charismatic leadership during crisis: the case of Prime Minister Jacinda Ardern

Crises are crucial events in which a leader’s efficacy is challenged and tested. Both authentic and charismatic leadership theories have examined the leadership tenure in such troubling circumstances. However, findings are still equivocal, especially regarding the features of both leadership styles in coping with crisis management. To address this void, we use the case of Jacinda Ardern, Prime Minister of New Zealand, who was celebrated by media as an effective leader during two important crises, namely a terrorist attack and the Covid-19 pandemic. To do so, we employed a large dataset of newspaper articles that framed her endeavour over the last three years. We show how Ms Ardern leveraged on some features of both leadership styles, and yet she successfully managed the two different crises. Hence, our study makes a contribution to the literature on leadership in crisis situations, providing a critical examination of the two constructs, showing how they can be interrelated.