Leadership at Sstc

In an organization there could be a variety of leaders for different areas. The copious amounts of styles can be of great assistance and a momentum creator or a disastrous faltering tool. There are also times, where top management may have a very different style, where they can have a direct and autocratic leadership style. In order to mitigate such toughness in the workplace, there needs to be a leader who can be more diplomatic, caring more about its middle level management and their subordinates. This is where my supervisor has stepped into our discussion.

SSTC in Singapore is an educational institution for higher learning, which was created in 1978. It has successfully lived up to a plethora of expectations from foreign individuals here in Singapore and elsewhere. Spearheading this institution is Ms. Rose Yeo, who was the creator and facilitator of her start up company such a long time ago. To meet the educational demand of a growing Singapore, and a more internationalized Asia, she has conditioned herself to be a very autocratic CEO. She has the infamous trait of being extremely impatient, and thus, having a knee-jerk reaction to decision making.

At the bottom of the hierarchy, there is the administration staff and the teachers who provide the almighty educational service. Without the teachers, there would be no classes, and thus, there would be no educational institution. It goes without saying that good, professional teachers must be kept happy if a school wants to provide the best educational service it can give. Thus, there needs to be a champion of sorts between Programme Managers/teachers and the CEO. This champion would be no other than my supervisor Emil, who is exactly in the middle between the CEO and the mid management/lower level staff.

Emil’s leadership characteristics are legendary at SSTC. He portraits the energy and the stamina, cognitive ability, knowledge, decisiveness, self-confidence, honesty, desire to lead, interpersonal skills,...