In her first Australian television interview about her recently published memoir, A Different Kind of Power, former New Zealand Prime Minister Jacinda Ardern called for a radical rethinking of the traits we value in political leaders. Speaking to ABC’s 7.30 program, Ardern argued that qualities such as kindness, empathy, and vulnerability can coexist with strength and courage—challenging the long-held assumption that political figures must be immune to self-doubt.
“People are seeking more kindness and empathy, and these are not traits that can’t coexist with strength and courage,” Ardern explained.
Ardern’s tenure as New Zealand’s 40th prime minister was marked by both global admiration and heightened scrutiny. Sworn into office in October 2017 at age 37, she quickly became a phenomenon—dubbed “Jacindamania”—after leading the Labour Party to a historic electoral victory. She gained international headlines for her progressive policies, empathetic response to crises such as the Christchurch mosque attacks, and the unprecedented decision to give birth while serving as prime minister in 2018. In A Different Kind of Power, Ardern candidly chronicles these moments alongside her personal struggles with imposter syndrome and the “confidence gap.”
Imposter Syndrome and the Political Arena
Ardern confesses that, throughout her life, she grappled with the persistent feeling of being “never quite good enough.” In the memoir, she writes, “My whole short life, I’d grappled with the idea that I would be caught short, that I wasn’t deserving of my achievements.”
While imposter syndrome affects many individuals across diverse professions, Ardern believes political leaders rarely admit to it publicly. During her 7.30 interview, she remarked, “People don’t discuss imposter syndrome in politics because they fear it would be perceived as a weakness. I’ve had a significant career, made the decision to leave office, and now feel free to speak openly.”
Ardern’s transparency seeks to normalize vulnerability in leadership. Rather than viewing a lack of absolute confidence as a liability, she argues that such self-awareness can foster humility, encourage consultation with experts, and ultimately lead to more informed decision-making. “A confidence gap often leads to humility, a willingness to bring in advisors, and, I think, makes you a better decision-maker,” she said.
Maintaining Authenticity in a “Bear Pit”
Ardern’s journey to the top was not without doubt. Early in her career, she worked as a junior special advisor to former Prime Minister Helen Clark. Even then, Ardern questioned her suitability for politics. She recalled fearing, “Am I too sensitive, too thin-skinned to survive in what some might call the bear pit of politics?”
However, upon securing a seat in Parliament in 2008, Ardern resolved not to sacrifice her personal values to conform to political stereotypes. “I was not willing to change who I was in order to survive,” she said. “Politics can be brutal, but I believed that leading with empathy did not equate to weakness.”
This commitment to authenticity would define Ardern’s prime ministership. Her willingness to visibly display emotion—whether shedding tears over the Christchurch attacks or openly expressing parental remorse—became hallmarks of her leadership style, sometimes drawing criticism from detractors but largely earning her global respect.
The Balancing Act of Motherhood and Office
In 2018, Ardern became only the second modern head of government to give birth while serving in office, following Pakistan’s Benazir Bhutto. Her daughter, Neve Te Aroha, was born on June 21, 2018—just days before Ardern was scheduled to attend a United Nations General Assembly meeting in New York.
During the 7.30 interview, Ardern recounted the acute first-trimester morning sickness that nearly disrupted her swearing-in ceremony as prime minister in October 2017. “I was slumped on the floor, worried that I wouldn’t make it through the formal ceremony,” she confessed. Her only reassurance, she joked, was the presence of a waiting porcelain toilet.
Ardern delayed publicly announcing her pregnancy until after coalition negotiations had concluded, concerned that revealing the news might be perceived as inappropriate while vying for the prime ministership. “I knew people might question my priorities. I wanted to show that serving the country was my focus,” she said.
The balance between high-level governance and parental responsibilities weighed heavily. “No amount of national duty excused parental guilt,” Ardern reflected. Even with the logistical support of New Zealand’s system—nappy bags in executive lounges and breast pumps in the office—she admitted to feeling torn when work commitments kept her away from Neve.
The most valuable parenting advice, she revealed, came from Queen Elizabeth II during a royal visit to Buckingham Palace in 2018. Ardern asked how the Queen had raised children under constant public scrutiny. “You just get on with it,” Her Majesty told Ardern. Those three words, Ardern said, “were spot-on. They helped me accept that imperfections are part of leadership and parenting.”
Navigating Gendered Critiques
Ardern’s rise to power faced gender-based challenges. During her tenure as Labour leader in 2017, some critics labeled her a “show pony,” suggesting she was a cosmetic choice rather than a serious candidate. On the campaign trail, she encountered commentaries demanding that she outline her reproductive plans—a question male politicians rarely face.
One morning radio host asked if Ardern intended to have children, implying that pregnancy might distract from her duties. In response, Ardern famously declared on air, “That is not acceptable! Any woman should not be required to answer that question.” Recounting the incident, she said, “It was not simply about me. It was about challenging the notion that female politicians must justify personal life choices in ways men never do.”
From “Jacindamania” to COVID-19 Leadership
Ardern’s initial term as prime minister was marked by widespread enthusiasm—*“Jacindamania”—*and rapid electoral success. Her government implemented progressive measures, including increased minimum wage and climate change initiatives. However, her leadership faced its sternest tests in March 2019, when a white supremacist killed 51 worshippers at two Christchurch mosques. Ardern’s immediate response—donning a hijab, comfortingly consoling Muslim community leaders, and swiftly enacting gun law reforms—earned her international acclaim for empathetic crisis management.
Later, the COVID-19 pandemic would become the defining challenge of her second term. New Zealand’s elimination strategy—stringent lockdowns, strict border controls, and mass testing—kept case numbers low. Ardern’s daily briefings, delivered with calm clarity, reinforced public trust and solidarity. Nonetheless, the economic repercussions—rising unemployment and the downturn in tourism—tested her government’s resilience and prompted debates over balancing public health with economic stability.
Despite initial commendations for pandemic control, by 2022 her popularity had declined in the face of pandemic fatigue and global inflation. In January 2023, Ardern stunned the world by announcing her resignation, explaining, “I no longer have enough in the tank to do the job justice.”
Life After Politics: Empathy and Inclusion
Since leaving office, Ardern has taken up a fellowship at Harvard University’s Center for Public Leadership, focusing on empathetic decision-making and public policy. In A Different Kind of Power, she aims to encourage a new generation—*“criers, huggers, and worriers”—*to consider leadership roles. “We need diverse perspectives, including from those who feel uncertain,” she wrote. “Empathetic leadership can be a transformative force.”
In her 7.30 interview, Ardern reiterated that the memoir is less a chronological political diary and more an exploration of how it feels to lead while being authentically human. “My hope is that sharing my journey with imposter syndrome and my own doubts will inspire others to enter public life,” she said. “We don’t need leaders who are invulnerable; we need those who acknowledge uncertainty, collaborate, and lead with compassion.”
Lessons from a “Confidence Gap”
Ardern believes that acknowledging a “confidence gap” can yield unexpected strengths. By admitting self-doubt, she cultivated a leadership style that valued collaboration and expert consultation. “Leaders who think they know everything can overlook critical input,” she remarked. Her government’s early success implementing inclusive policies—such as paid parental leave expansion and the “Wellbeing Budget”—stemmed in part from multidisciplinary advice and a willingness to pivot when data or community feedback indicated a need for adjustment.
Ardern pointed to the cultivation of psychological safety among her Cabinet colleagues, encouraging them to voice concerns. “If ministers were worried about how a policy might affect a community, I wanted them to speak up. That level of openness often prevented mistakes before they occurred.”
Legacy and Continuing Impact
Although Ardern’s tenure ended amid waning electoral fortunes for Labour, her leadership style left an indelible mark. Scholars of political psychology emphasize that her emotional intelligence and crisis empathy set new standards for public trust. Social scientists studying “transformational leadership” cite her example as evidence that authenticity can strengthen democratic engagement.
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In New Zealand, a legacy of progressive social policy—such as the repeal of strict abortion laws and firearm regulations—remains tied to her administration. Meanwhile, global policymakers and leadership trainers frequently reference Ardern’s inclusive governance model as a case study in persuasive communication and ethical decision-making.
Conclusion: Redefining Political Strength
Jacinda Ardern’s reflections on imposter syndrome, gendered expectations, and empathetic rule challenge conventional political archetypes. Through candid admission of vulnerability and an unwavering commitment to authenticity, she broadens the definition of effective leadership—one that allows for kindness and strength to exist in tandem.
Her memoir and recent interviews underscore that admitting doubt need not undermine authority. Instead, embracing what society labels a “confidence gap” can foster humility, collaborative problem-solving, and ultimately, more resilient governance. As Ardern continues her work at Harvard and inspires aspiring leaders worldwide, her message is clear: politics can—and should—make space for empathy, compassion, and the imperfections that define the human experience.
