• 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. Leadership. There are many styles or ways that a leader can use to motivate ...

    One mistake and one's company can be shut down. Employees know their rights, pay at equivalent organizations. Retention is becoming very difficult. Hencethe manager has to be careful and informed. He must act responsively. Biasnessof any kind should not be made and he should be ethical,than only he will be a real leader.

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

    The transactional leader cajoles his followers with incentives; he is interested only with the result and not the concern of follower. They just set objectives, put down policies and rules and if goals are achieved; they give incentives. While on the other hand the transformational leader creates confidence and esteem

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

    and it is called "Agenda for Change". Since the NHS is changing, the present Government has set out an ambitious programme to modernise the NHS and to improve the health of the UK population. The aims of the modernisation are to create new services, which are modern and fit for

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

    The questionnaires used to establish my preferred learning style are Belbins Team-Role Self-Perception Inventory, Myers Briggs Type Indicator and VARK questionnaire. In addition I also took the Honey and Mumford Learning Style Questionnaire (LSQ), Jung's Typology questionnaire and Howard Gardner's Multiple Intelligences test to provide additional evidence.

  1. International Leadership &amp;amp; HRM The effective leadership model

    This is the hot top, which model can bring effective leader between leadership style and organizational performance. There are six kinds of widely influential leadership styles. 2.1 Charismatic leadership The core of this leadership style is the leader has the special charm of the quality.

  2. The link between national culture and leadership style. Can one expect discrepancies between the ...

    individualism-collectivism, 2) uncertainty avoidance, 3) power distance and 4) masculinity, long-term orientation. These five dimensions are confirmed by gathered data from many different sources (Hofstede, 2001). The analysis made by Sondergaard showed that the dimensions of Hofstede are largely corroborated (Sondergaard, 1994). Hofstede?s concept of power distance shows how the different types of leadership behaviours are preferred within a particular culture.

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