The language of leadership in a deadly pandemic

Abstract

Purpose This paper explores the rhetorical and strategic nature of the language political and business leaders used during the early stages of the COVID-19 pandemic – or what we refer to as their pandemic-speak. Design/methodology/approach This paper draws opportunistically on examples of communications that have appeared variously in letters to shareholders, tweets, and public comments of CEOs of major companies, and in press briefings of several political leaders. Findings Good and bad examples of the exercise of leadership through pandemic-speak are presented. Some of the examples discussed are characterised variously by confected positivity, hubris, hyperbole, misinformation, recklessness, appeal to patriotic values, and abuse of the adjectives “unprecedented” and “extraordinary.” The term “COVID-19” is used as an ideographic “whipping post” to deflect attention from the implication of leaders in the inadequate level of preparedness for the pandemic. Originality/value This paper reinforces the point that the language of leaders is usually not innocent, but must be monitored closely to enhance meaning, transparency and accountability. CEOs should be less self-serving and instinctive in their crisis communications. Their language should reflect a caring attitude and encourage followers to have trust and confidence in them. Leaders should place greater stead in the wisdom offered in many studies of how to exercise strategic communication choices in a crisis.