Leadership in Context

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 41 st

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

1 Chan Kim Yin (2010), 41st CSC Leadership in Context, Lesson 6, Lesson Slides.

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can exert directly influence to provide clear and concise mission intent.2

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.3 GLOBE also identified 22 valued leadership attributes that were

universally...