• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Leadership In Context. 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.

Extracts from this document...

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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Assessing your own leadership - management at Costa Coffee.

    * Ensure to provide a good working environment * Job security * Respect the skills. * Understand their necessity. * Career growth Team leaders- ensure that the day to day activities are been completed and up to date. Such as brand standards, deliveries, orders, transfers and service.

  2. No one best style of leadership

    The functional approach of leadership concentrates on how a leader's behaviour affects and is affected by a group of followers. This can be linked to Hersey and Blanchard's 'Maturity of Followers' theory, as discussed later. Whitehead claims that 'you don't have to be a boss to be a leader'.

  1. Management and leadership within health visiting team in Edmonton locality.

    The view taken here is that leadership refers to those aspects of management concerned with direction and guidance of team and or individuals. While management is about today, is rational processes and processes management, leadership is about tomorrow and it's emotional horizon and change management (Stewart 1996, p1- 3).

  2. What are the attributes of an effective leader? Discuss with reference to well ...

    However, Zaccaro and Klimoski (2001) pointed out that hierarchical level as a moderator in the use and effectiveness of leadership behaviour is a long-held theoretical assumption. Sadler (1997 cited in Gill 2006) also believed that the concept of transformation overemphasises the role of a leader in the change process. e)

  1. Part A of this report will examine my learning styles, preferences, highlight any areas ...

    My results from the VARK test have confirmed my least preferred learning style is Read/Write (Appendix C). My score for this area is 5, whereas the results for the other areas; Visual, Kinaesthetic and Aural, are 13, 10 and 8 respectively.

  2. Team work and leadership

    The team members should be ready to work for each other rather than to work for themselves. I also strongly believe that a team leader is very essential for every team and the proposed way of leadership also counts. A team leader is the one who influences and shows a collective responsibility on the team members.

  1. The author wishes to pursue a career in purchasing therefore this project will ...

    Lean manufacturing was originally developed from the Japanese concepts of reducing 'Muda' or waste and striving for continuous improvement - 'Kaizen'. According to Horng (2007) some Japanese lean manufacturers work with their suppliers when business is low to enhance efficiency within the supply chain reduce costs and as well as, in some cases seek other business opportunities.

  2. Transformational Leadership. Transformational leadership involves the provision of leader influence on subordinates, but ...

    Proponents of the behavioral approach suggest that leadership can be taught. Representatives of the behavioral approach to the study of leadership believed that a leader is a person who has the correct form of behavior. In this approach, numerous studies have been performed leadership styles and developed their classification.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work