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Introduction

Submitted by: <<41059>> 12 pages, including cover page 1622 words (excluding footnotes, endnotes, bibliography) Marker's Report General Impression: Detailed Comments: Grade Awarded: Grade INTRODUCTION 1. This article will attempt to frame 2 queries on Leadership on context. Thereafter, it will examine the various leadership context and requirement for my envisaged Command or Staff posting after my graduation from the 41st CSC. It will also identified some of the strength and weakness that I bring to this 2 appointments. TASK 1- 1st Query: Do we need to redefine SAF LCM model of level of leadership for different context? 2. When SAF developed the Leadership Competency Model (LCM) in 2003, 3 levels of leadership were defined. Strategic, Operational and Direct. In the Republic of Singapore Air Force (RSAF), the Chief of Air Force (CAF) role is classified in the Strategic Level of Leadership. There is no doubt that the role of CAF in peacetime fall under the Strategic realm of leadership as his decision affect more people, commit more resources and have wide ranging consequence in term of space, time and political impact.1 3. In the RSAF's wartime concept of "Centralized Command and Control, Decentralized Execution", the CAF can and has the ability to communicate directly with a flight package from his command post. With this ability, CAF can exert directly influence to provide clear and concise mission intent.2 Therefore, it is appropriate just to classified CAF just ...read more.

Middle

Office setup, more time, low risk, routine Table 1: Summary of Different Context Between Command and Staff Appointments TASK 2B 8. 3 separate leadership concepts will be used to analysis the leadership requirement of both appointments stated above. These concepts are Style Approach, Situational Approach and Path-Goal Theory. Although these 3 concepts might not holistically address the leadership requirement for both appointment, it can be used to distinguish clearly the differences in leadership requirement. a. Style Approach. Style approach emphasizes the behavior of the leader towards subordinates in various context.8 (i) Command Appointment. In the command appointment, there is a need to apply the Authority-Compliance (9,1) style so that higher emphasis are placed on task and job requirement with less emphasis on people.9 This is because the detachments are widely located and the opportunities for direct level leadership and communication is limited. Moreover, due to the multiple oversea deployment and tasking, a result-driven style is required to ensure mission success. (ii) Staff Appointment. In the staff appointment, there are more time for communication and discussion. Moreover, the accomplishment have task had wide and far reaching effect, hence there is a need to promote high degree of participation and consultation. There is also a need to get the subordinates to be more involved and committed to their work due to the long term downstream effect of their accomplishment. ...read more.

Conclusion

This is critical for a branch head as many policy and project and interlink. Hence, in order to ensure the "bigger" picture is being considered, a system thinking competency is important. b. Weakness. On of the weakness that require improvement is the social competency of interpersonal effectiveness. As a branch head, there is a need to provide supporting leadership as articulated in para 8b(ii). Supporting leadership needs to have good listening, ask for inputs and provide feedback17. Hence, there is a need to improve my competency to built rapport and relationship with my subordinates through better interpersonal effectiveness. 1 Chan Kim Yin (2010), 41st CSC Leadership in Context, Lesson 6, Lesson Slides. 2 FM6-22, US Army Leadership 3 Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 314. 4 Efrat Elron, Boas Shamir and Eyal Ben-Ari (1999). Why Don't They Fight Each Other? Cultural Diversity and Operational Unity in Multinational Forces. Armed Force and Society. Sage. 5 FM6-22, US Army Leadership 6 Ibid 7 Based on SAF LCM 2003, Level of Leadership 8 Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 72 9 Ibid, page 73 10 Ibid, page 75 11 Ibid, page 91 12 Ibid, Page 94 13 Ibid, Page 94 14 Ibid, Page 127 15 Ibid, Page 130 16 Based on MSLF report. 17 Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 794 Index Number: 41059 9 ...read more.

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