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.

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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. 

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. Therefore, it is appropriate just to classified CAF just under the Strategic level of leadership under the SAF LCM, or do we need to expand the scope for more holistic coverage under different context?

TASK 1- 2nd Query: Do we really need to have the most desirable leader to lead a multi-national United-Nation Mission to ensure mission success?

4.        GLOBE researcher identified six global leadership behavior and were used to assess the different ways in which various cultural cluster view leadership. GLOBE also identified 22 valued leadership attributes that were universally endorsed as characteristics that facilitate outstanding leadership. Yet, Elron viewed that multi-national operational seldom failed often as one would as expected due to common military culture, common experiences of foreignness and inexperience, value-laden nature of the mission and temporariness of the system. Therefore, it is necessary to search for the most desirable and appropriate leader to lead a multi-national operation to ensure mission success? Or maybe, any leader will do since multi-national operational seldom failed as often as one would expected?

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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 ...

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