Jacinda Ardern, the former prime minister of New Zealand, once stated, “One of the criticisms I’ve faced over the years is that I am not aggressive enough, assertive enough, or maybe somehow, because I am empathetic, it means I am weak. I totally rebel against that. I refuse to believe you cannot be both — compassionate and strong.”

I read her words, “I totally rebel against that…” repeatedly. I pondered the idea of rebelling against an implicit belief. 

I then asked an artificial intelligence tool whether rebellion is a positive or negative trait. Here’s the response I received: “Rebellion occurs when you change your behavior or routine, altering the boundaries of your life in a way that can be seen as drastically different. This change can be positive or negative. It’s negative if it harmfully interferes with your day-to-day functioning by causing you to act inappropriately.”

Rebellion is typically seen as a negative character trait. Even AI ends on a negative statement by describing how rebellion can impact behavior.  Here is what is interesting: AI reflects how we, as human beings, have written about being a rebel. AI regurgitates and finesses our thinking and writing about subjects through the years. We see rebellion as a negative. 

But what if it wasn’t? The prime minister of New Zealand rebelled against the labels that were being thrust upon her. Do we not want leaders to be empathetic and strong? 

I asked my new friend AI if empathetic leadership is an attractive trait in a leader, and here is what it stated: “Yes, it is attractive; empathetic leadership is a style of leadership that involves understanding the needs, feelings and thoughts of others.”

Empathetic leaders create a supportive environment where employees feel valued and empowered.

  • They can build trust: Empathetic leaders understand their team’s needs and feelings, which can help build trust. 
  • They can promote collaboration: Empathetic leaders encourage collaboration and celebrate diversity. 
  • They can provide support: Empathetic leaders can provide motivation, support and comfort when their team members are struggling. 
  • They can recognize emotional needs: Empathetic leaders recognize and meet the emotional needs of their team members. 
  • They can practice active listening: Empathetic leaders use active listening to understand their team members.

The leader of New Zealand rebelled against being labeled weak because she refused to be non-empathetic. We all have labels placed upon us. What do you reject and rebel against in your leadership?

Martie L. Moore, MAOM, RN, CPHQ, is the President/CEO of M2WL Consulting and Chief Health and Wellness Officer for Mary’s Woods. She has been an executive healthcare leader for more than 35 years. She has served on advisory boards for the National Pressure Injury Advisory Panel, American Nurses Association, Dean’s Advisory Board at the University of Central Florida College of Nursing and Sigma, International Honor Society for Nursing. She was honored by Saint Martin’s University with an honorary doctorate degree for her service and accomplishments in advancing healthcare. She recently published “The Leadership Sandwich,” now available on Amazon.

The opinions expressed in McKnight’s Long-Term Care News guest submissions are the author’s and are not necessarily those of McKnight’s Long-Term Care News or its editors.

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