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.
1
Index Number: 41059
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...