Leadership in Context

The Ah Hal moment is distri plainlyed make itership actually did happened in my past appointment as the run-in Commander in the Engineer Training Institute (ET). Being selected in the appointment and the wellspring-nigh senior in rank, I naturally assumed the position of the leader with my subordinates taking Instructions from me. However, for indisputable events such as organizing of units Chinese new Year event, managing of officer cadets cohesion activities, and peculiar(prenominal) training packages, I delegated the planning to my team.Through the process, it was encouraging to see some of my instructors took the initiative to emerge as the assume leader to gussy up and successfully completed the task with minimum surveillance. Despite macrocosm successful, I had also observed that my instructors Kim-Yin chain of mountains et al. , soldiers leaders in the 21st Century perception and Practice, 1st edition (Singapore Coinage schooling Asia, 2011). fall 148 2 Leonard Wong, Paul Bellies, and Dennis McGuire, Military Leadership A scope Specific Review, US host Research, January 1, 2003, http//adolescents. Nil. Due/ chrysanthemum/1 6. Peg 657-692. Reiterative in organizing the event could have been limited by my supervision at some point of time. Hence, It Is of my view that It Is Indeed possible that distributed leadership can be utilise quite successfully In certain areas In dear. My post-action review Len- relation to the concept of Orpheus are being summarized in three points. Firstly, application of distributed leadership can be applied in military setting particularly for a small conference who had attained a certain level of military competencies.It provides opportunities for a rotational leadership enjoyment, allowing any individual to merge as leader and to realize the rich dominance as a group. Secondly, the empowerment given to the Individual must be respected and trusted to master their authority and leadership through a share d vision, rush and purpose. The concept leave alone allow the group to generate greater passion and motivating to reach the desired outcome. Lastly, distributed leadership need to be cautiously calibrated in a traditionally hierarchical organization to prevent the wrong impression of a laissez- fairer or no leadership approach.By planning transport, distributed leadership can be seed to enhanced specific core competencies skills 3 such as creative thinking, communicating to charm, decision making, develop people and team, underdeveloped the individual for success. Task 2 State the appointment that you are likely to be posted to subsequently SC. Being a Combat Engineer by vocation, my next possible appointment might be taking over command in one of the battalion of Singapore Combat Engineer (SEE).I shall 3 SAFE-OLD Doctrine Directive 2/2004. SAFE Leadership Framework. 26 July 04. Provide my assessment and direction in accordance to Circle of the SAFE Leadership 417 Frameworks deputation and purpose, operate environment and desired outcome, to strive forward and achieve a collective vision for my unit. Mission and Purpose. From the theory of core ideology by Jim collins and Jerry Operas, the core values and core purpose of great organization does not change. The units mission and purpose in line with SAFE, in peacetime, is to safeguard our nations security, thereby ensuring Singapore survival ultimately. I leave work to arrest that the unit perform the function of raise, train and sustain, and continues to be ready to play its role in locating Singapore security during my tour and for the foreseeable future. I would consider adopting the leadership in Battle and Garrisons that was taught in LLC lesson 8 in achieving the mission under differing situational requirements.Understanding the flexibility of the competing values and behaviors pass on first allow me to blot emphasis in hold uping relevant in fulfilling the swift and decisive victory part o f the MINDED/SAFE mission and renewed the focus on the units hotter capability, so as to set in place the building blocks for our evolving role in the future operating environment. 4 SAFE-OLD Doctrine Directive 2/2004. SAFE Leadership Framework. 26 July 04. Jim Collins and Jerry I. Operas, Built to Last Successful Habits of Visionary Companies 6 Reuben Gal and A.David Manageresses, Handbook of Military Psychology, 1 edition (Chester New York Wiley, 1991). Peg. 411-429. 5 Operating Environment From LLC lesson 7 that organizational culture is important to the enamour of leadership and vice versa. Edgar H. Scheme said group growth and culture formation can be seen as two sides of the same coin, and both are the moderate of leadership activities and shared experiences. 7 The operating environment of the unit is not Just being ready to handle any contingency but also being operationally proficient to carry out our security operations on a daily basis.Thus the unit needs to be operati onally ready to face the continuous complex VI-CA environment. The unit will need to train the men to attain an approved level of technical competence on operating combat engineers equipments and honing the analytical functions of the commanders to operating in the various operating conditions. The unit culture will be a pattern of hared, basic taken-for-granted assumptions, the culture will manifest itself at the level of noticeable artifacts and shared espoused beliefs and values. To meet the demand and influencing the culture, I will take on the leadership by example to be the source of beliefs and values to gradually build a shared assumptions among the commanders and men in the unit. Desired Outcome My desired outcome is to develop an operational, cohesive and discipline unit, which is capable of maintaining safety and achieving mission success in a wide spectrum of operations. The unit should comprises of committed soldiers who are highly proficient in their tasks and proud o f their identity as Combat Engineer soldiers.A few key factors to focus on to maintain high level of performance and susceptibility are (1) To display 7 Edgar H. Scheme, Organizational Culture and Leadership, third Edition edition (San Francisco Josses Bass, 2004). Peg 87-88 8 Ibid. Leadership by example. Leaders who walks the talk will enable his men and commanders to sense and be inspired by the actions and commitment. (2) To build quality relationships. I am also a firm believer of the Core Theory of Success 9, where laity results. (3) To instill a sense of purpose.Never go through motion and make clear of the purpose in the tasking so as to enable strong sense of ownership and foster a stronger commitment to the unit. Task 3 order and explain the key leadership requirements for my appointment. Values Figure 1 . SAFE 24-7 Leadership Frameworks Based on the SAFE 24-7 Leadership Framework (refer to Figure 1), a SAFE leader will need the four factors provided within the triangula r block for legal leadership. First key requirement is values which is the basic invertebrate foot of the triangle.A strong set of 9 John Steersman, Organizational Learning at Work Embracing the Challenges of the New Work place (Waltham, Mass Pegasus Communications, 1998). 10 Adapted from SAFE-OLD Doctrine Directive 2/2004, SAFE Leadership Framework, dated 26 July 2004. Peg values that SAFE leaders derive their moral potency for influencing their soldiers. 11. The importance of values cannot be overstated and hence my values need to be aligned with the SAFE core values to remain firm in my convictions and actions. Leadership is the process of influencing people. 2 1 will lead by example and exemplify the SAFE core values to positively influence my commanders and men. With the agreeable inculcation of values, it will be a guide for everyone to do the right things regardless whether one is being watched or not. encompassing-Range Leadership Balancing between Transactional and Tr ansformational Figure 2 Relationship of ELM in the Military Context The next key requirement is leadership flares. There is no single leadership style good enough for all situations and picking up three particular styles of leadership (I. E. Situational Leadership, Path-goal theory and Full Range model) from LLC lesson 5, it 11SEA-OLD Doctrine Directive 2/2004, SAFE Leadership Framework, dated 26 July 2004. Peg 3 13 Adapted from APP Chain, K. Y. , LACE-02-Slides_Overview_Concepts_Appropriateness DARPA-22 for STUDENTS APP. Slide 49. Was understood that the styles of leadership were often dependent of the leader, the follower and situations. I believe the full range leadership model is best suited for my next appointment and I need to balance the range of styles between transactional and transformational so that I can effectively communicate and lead as a Officer Commanding (CO) of a Battalion.Reaching for transformational leadership Tyler will likely to yield a positive and longer- lasting effects. Leadership, vigilance and Command Figure 2 Relationship of ELM in the Military Context Other than SAFE 24-7 Leadership Framework, I will want to look at the concept of Leadership, Management and Command (ELM) (refer to Figure 2) from LLC lesson 2 to be one of the key requirement. ELM are three unambiguous concepts but inseparable and intertwined1 5. Taking over a command appointment makes me dwell deeper into the LLC 14 Adapted from APP Chain, K. Y. , LOCO 15 Chain et al. Military Leadership in the 21st Century Science and Practice. Peg 8-14 concept. Looking beyond peacetime tasking and operations, although the application of all three concept are equally important, I will focus more on leadership role to influence soldiers by providing the purpose, direction and motivation that required to achieved mission success. 16 Task 4 My leadership strengths and weaknesses? According to my MYSELF report and matching the result with the SAFE 24-7 Leadership Framework, I had clearly exhibited a value-based leadership and my strength in the core competency were mission, social and developmental.The results resonated well urine my appointment as Course Commander, with extremely tight training the end-of-course survey, bring out areas like our instructors role modeling, value inculcation, individual development and mission focus. The positive feedbacks were good indications that my instructors understood their roles well and they were given opportunities to develop and lead with my guidance. Socially, I had displayed good interpersonal effectiveness and able to communicate to influence my team well. With strengths, there is also weakness. One of my weakest factor reported was inflexibility of my leadership style.Previously as Course Commander, I was not deeply exposed to the various leadership styles as compared to now in petrol SC. Then, I adopted a more consistent leadership style towards my trainees and my team thinking that a more homogeneous outcom e in the inculcation of the SAFE core values was better. 16 Ibid However, I realized this might not be the most effective method to motivate and lead the team. An effective leaders are those who can shift between transactional and transformational leadership styles as required by fate and the characteristics of followers17.