And react the fear people and cultivate hope the face crisis
COVID-19 and its related health consequences
All throughout global economy, the COVID-19 pandemic has already sent shockwaves. More seriously than others, some economies have indeed been impacted. It began in Wuhan, China, with a few deaths, with the earliest case identified on November 17, 2019. It was already a full-fledged epidemic by December 31, 2019, when the Chinese authorities first announced it to the World Health Organization (WHO). Roughly three weeks after the reported outbreak in China, Japan, South Korea and the United States announced their first COVID-19 case (5). Although it took 42 days to hit 100 confirmed cases in the United States, the amount was surpassed by Japan in 31 days and by South Korea in 29 days. Consequently, in South Korea and the U.S., and comparatively less quickly in Japan, the rate of progression risen exponentially. The initial success of Japan can probably be attributed to early social distancing initiatives, such as school closures until April and targeted cluster monitoring. First, South Korea postponed all public events and then enforced an international travel ban even before the 100th case had been registered. Singapore and France both announced their initial confirmed cases 23 and 24 days after the outbreak, and then both countries announced 100 confirmed cases 37 and 36 days after the outbreak, overall. 29 days after the outbreak, about a month after the announcement of the outbreak, India registered the first confirmed case at around the same time as Italy, the United Kingdom, Spain and Belgium. A humorous anecdote is posed by Iran, with the first reported case approximately 50 days after the outbreak report. The first case was reported by Austria, the Netherlands and Switzerland within 56 days of the outbreak. All three countries have enacted to separate themselves from society, but only after a large rise in the number of incidents. Countries like Singapore and South Korea, which were vigilant in taking strict measures banning social meeting, managed to rapidly get the pandemic under control (7).
Strong leadership demonstrated during COVID-19
A new platform called COVID Gendered, a digital newsletter and online platform that aggregates information, actions and tools around the interconnection between gender and the pandemic, has been introduced with this in thought (10). Besides that, Significant attention is being given to women political leaders in high-income environments, where women have been documented to also have led the successful national responses of several countries to COVID-19 (10). Apart from that Social distance policies, self-isolation, hygiene steps, including enhanced usage of personal sanitization procedures, shielding and quarantine are indeed very resource-intensive steps that were seen to be efficient. Although an obsolete notion is the theory that men and women have distinctly different leadership styles, the notion that women perform better as leaders during crises was asserted in gender leadership research and debated widely during COVID-19 (17). Therefore, from this, it could be inferred that inclusion and participation of women in leadership positions would definitely place the concerns of women and girls at the forefront of the global agenda. Questioning conventional information and power hierarchies by illustrating undervalued and unrecognized knowledge, would lead to promotion of much inclusive, diverse and representative policies, that would assist and support the empowerment of the disparities faced by the female gender across the world especially during the times of crisis (15).
In conclusion, leadership is a catalog of annotated behaviors that reflect certain principles that are either invoked or questioned by these particular behaviors. As they navigate the current coronavirus pandemic or the next obstacle, along with unique leadership strategies which carry importance to others. Overall, a crisis strengthens the need for outstanding leadership and highlights required leadership skills, both through performance in their presence or through failure in their omission. As they negotiate the current coronavirus pandemic or the next obstacle, along with unique leadership strategies that might carry importance to others.
References
5. Van Wart M, Kapucu N. Crisis Management Competencies. Public Management Review. 2011;13(4):489-511.
6. Haleem A, Javaid M, Vaishya R. Effects of COVID-19 pandemic in daily life. Current Medicine Research and Practice. 2020;10(2):78-79.
11. The Lancet. COVID-19: a new lens for non-communicable diseases. The Lancet. 2020;396(10252):649.
12. Meagher K, Singh N, Patel P. The role of gender inclusive leadership during the COVID-19 pandemic to support vulnerable populations in conflict settings. BMJ Global Health. 2020;5(9):e003760.
17. Stoller J. Reflections on leadership in the time of COVID-19. BMJ Leader. 2020;4(2):77-79.
18. Wang J, Wang Z. Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis of China’s Prevention and Control Strategy for the COVID-19 Epidemic. International Journal of Environmental Research and Public Health. 2020;17(7):2235.