TASK 2A
5. Command Appointment. Potentially, my next command tour will be that of a Squadron (SQN) Commander of a Joint Command, Control, Communication and Computer (C4) Unit. The uniqueness of this unit is that it make up of many different vocations from all the 3 services. This bring about a collection of different services' culture and working norms. Hence, there is a need to varies different leadership approaches to match the different expectation. Challengingly, the unit is also being separate into several detachments all around the island. Hence, there is a need to practice distributed leadership so as to empower the respective detachments supervisor for daily operation. During high tempo period, several detachments will also be deployed all over the world to support SAF's operations and exercises, hence making leading the unit more challenging. Moreover, the work done by the respective detachment had direct and immediate impact of the mission, hence, there will be more emphasis on accomplishing mission objection. In this unit, there will be a higher component of organization leadership as the process of influence to the last man will be through many level of subordinates rather than through directly. In addition, organization leader will be required to get out of office and visit remote part of the unit.
6. Staff Appointment. Alternatively, I could be posted to hold a branch head in one of the various department in HQ RSAF. As a branch head, the quantity of staff that will be influence of my leadership will be significant reduced, usually about 3-5. However, as staff department deals with higher level issues such as policy and procurement project, the span and impact of influence will be much greater. Due to the fact that policy had a longer realization time-span, there will also be more opportunities to develop followers. Moreover, all the staff officers will all be located in a single locality hence allowing more direct level of leadership.
7. In Comparison. Comparing the 2 appointments, the leadership context is significantly different for the 2 appointments. A summary of the differences are shown:
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.
(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. 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.
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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. Therefore, a Team Management (9,9) approach is preferred.
b. Situational Approach. Situational approach focuses on the leadership in various situations.
(i) Command Appointment. Again, due to the spread of detachments, the various detachment supervisors are required to take charge of the planning and control of daily operation in their respective area. Therefore, a low-supportive-low directive style, a delegating style (S4) of leadership is required. This allows the detachment supervisor to take responsibility for getting the job done as they deem fit. As a SQN Commander, I give control to the subordinates and refrain from intervening with necessary social support.
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Staff Appointment. In a HQ branch setup, there is close collaboration between the staff officer and the branch head. The staff officers are the initiator of all projects and policy while the branch head is required to garner support and carry the issue for upwards approval. Therefore, a high supportive-low directive style, a supporting style (S2) is most suitable. This style will allow the leader to use supportive behaviors to bring out the staff officer's skill. This will also give the staff officers control of day-to-day decision, like meeting and discussion with other branches. Yet, the branch head remain available to facilitate problem solving and decision making
c. Path-Goal Theory. Path-Goal Theory looks at how leaders motivate subordinates to accomplish certain goals.
(i) Command Appointment. Based on Path-Goal Theory's leadership behavior, the achievement-orientated leadership is most suitable for the command appointment. This leadership style indicate a high degree of confidence that subordinates are capable of establishing and accomplishing challenging goals. This is necessary as it is not possible for the SQN Commander to be present at all the deployment sites at all time.
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Staff Appointment. The leadership style required will resemble that stated in para c(ii), which is the supportive leadership. It is imperative that a branch head will be required to treat his staff officers as equals and give them the necessary respect for their status and subject matter experts.
TASK 2C
9. Command Appointment
a. Strength. Based on the MSLF's report, one of my key social competency is extending influence. With multiple detachment deployed all over the island and even world-wide, this strength will allow me to build an extensive of external network to enhance unit legitimacy and influence. It will also allow my detachment to be relevant and provide the necessary C4 support required by the various ops units.
b. Weakness. On the same social competency, the general consensus is that I need to work on my communicating to influence factor. This area will be required to be improved as there is a strong need to communicate my influence when delegating task to my subordinates. Moreover, due to the spread of my detachment, I will only have limited time with each team. Hence, I need to communicate my influence effectively and timely with them
x. Staff Appointment
a. Strength. One of the key strength which allow to contribute as a branch head is my perceived strength in conceptual competency of system thinking. I am capable of understanding complex relationship amongst system in a larger environment. 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 feedback. Hence, there is a need to improve my competency to built rapport and relationship with my subordinates through better interpersonal effectiveness.
Chan Kim Yin (2010), 41st CSC Leadership in Context, Lesson 6, Lesson Slides.
FM6-22, US Army Leadership
Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 314.
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.
FM6-22, US Army Leadership
Based on SAF LCM 2003, Level of Leadership
Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 72
Peter G. Northouse (2007). Leadership: Theory and Practice (Fourth Edition), Thousands Oaks, CA: Sage. Page 794