Reflection on Leadership Skills for the Forces

Reflection on Leadership Skills for the Forces Task 1: From LC â€Å"Context† lessons 6-9, describe ONE significant insight that you have gained and explain why. The concept of â€Å"Organisational Culture† taught in Lesson 7 left the deepest impression on me, as I sought to ponder and apply this concept in the context of the Singapore Armed Forces (SAF), specifically the Army. The key question that arose was whether there is a uniform culture in the Army. If so, what is important about the presence of such a culture? As I sought to clarify these questions, a related concept of leadership came into mind. Undeniably, the leadership of an organisation would form and develop, or even change the foundation of its values and cultural norms. These values, assumptions and norms can then shape an organisation’s culture. According to Colins and Porras, leaders need to adopt a firm belief that some things should never change (Collins Porras, 2011). Some things such as the SAF core values and beliefs ought to remain unchanged as alterations could potentially lead to destabilisation. Using my experience while serving as an Officer in Command (OC) and the observations of my Divisional Commander, BG Lam Shui Tong; I would explain how leadership is able to shape the organisation’s value systems, and in the process align the followers to its mission statement, purpose and values. As an OC, I was in charge of a ‘support’ company of 150 men from different walks of lives, and my duty was to train them to become operationally ready soldiers. To align everyone with SAF’s mission statement, I consciously inculcated the message of ‘Always (being) Ready and Expect the Unexpected’ into my men. I also made it a point to ensure that I am a positive role model who ‘walks the talk’ and to facilitate their internalising of this core value. Over time, it was observed that my men were more self-motivated and strived to become more competent. At the higher level, I observed the same dynamics at work. My Divisional Commander, BG Lam, believed strongly in a culture of fitness. He held the belief that physical fitness activities can bond people and build their character. To instil this culture of fitness within the organisation, events such as â€Å"Olympics Challenge†, Friendship runs, Frisbee and cycling were organised. As a leader who ‘walks the talk’, he would personally conduct physical training for the division on Mondays and for all NS units during their In Camp Training. On Wednesdays and Fridays, he would play Frisbee and cycle with his men. Over time, everyone began to appreciate the greater sense of camaraderie, as well as improved fitness levels. These two examples demonstrated that a leader’s actions can influence and impact organisational culture. When the individuals within the organisation are influenced with the organisation’s culture, they become more committed and aligned with the organisation’s shared values and vision. Task 2: State the appointment that you are likely to be posted to after CSC. Analyse and describe key aspects of the leadership context of the appointment that you will face, using the circle from SAF Leadership Framework and concepts you learnt from lesson 6-9. After CSC, I will have the opportunity to command a NS Infantry Battalion (IB). As a NS CO, I am responsible for NSmen who will come under my charge. These NSmen are soldiers who have completed the 2 years of national service and my core responsibility is to ensure that they continue to be competent, and are operationally ready. The foundation and strength of our Army lies in our people, thus my first emphasis would be to understand the composition, values and history of the unit. During the NSmen’s active days, the CO would have made a positive impact to the soldiers and some form of organisational culture would have been formed. As their NS CO, there is a need for me to sincerely understand and analyse the unit’s culture before proposing any change. Even in the implementation of new rules or norms, the process has to be gradual to allow for ease of adjustment. In addition, the SAF 24/7 Leadership Framework will serve as a reference point for me to influence my soldiers towards achieving the unit’s mission and purpose, the desired outcomes and new operating environment (Yin, 2011). Fundamentally, it must be understood the motivation of NSmen will be different from their active days (Chee, 2012). However, I believe our core SAF values will be the binding factor in a unit of diverse personalities. In managing such diversity, I foresee having to apply direct leadership. Specifically, during their ICT, the adoption of direct leadership methodology such as â€Å"Meet The People† sessions is important in providing an open communication channel, which will allow the NSmen to raise their concerns and for me to respond appropriately. In order to facilitate such communication effectively, it is paramount to bring on board my key appointment holders such as the Principal Staff Officers and OCs. In situations, such as mobilisation exercises, there will be a need to exercise organisational level leadership. Besides having to empower my commanders, there has to be a focus on addressing complex policies such as NS training requirements. Through the application of different leadership levels, and communicating the unit’s mission, purpose and values to every stakeholder, it will provide the platform to achieving SAF’s mission. Task 3: Identify and explain the key leadership requirements for this appointment. First, with the SAF 24/7 Leadership Framework (Figure 1), I understood the theoretical basis of having to possess the ‘right’ values, so as to guide my actions. My values should, and need to be aligned with the organisation’s values; in order for me to convey SAF’s vision effectively through my speech and actions. With this self-awareness, I understand that my actions can either positively or negatively influence my followers’ behaviours. Second, I have learnt from LLC lecture 5 that appropriate leadership style is dependent on situations. This is because the adoption of different leadership styles will allow for more effective addressing of the issues faced by my subordinates. As a Battalion Commander, I need to change my leadership styles according to the competency, motivational and commitment levels of the staff under my charge. A/P Chan also highlighted that a leader should possess a â€Å"full repertoire of styles 6† to suit different situations. As I build upon this new understanding of a spectrum of leadership styles, it is essential for me to exercise flexibility and adjust my leadership style accordingly. Third, prior to attending CSC, I was introduced to the Leadership, Management and Command Model (LMC) when I read the SAF Pointer Monograph â€Å"Called to Lead†. Then, I saw LMC as three separate skill sets that a leader ought to possess, and that a leader cannot be effective in all 3 domains. After attending the LLC lectures (1 to 5), I gained a more thorough understanding of the 3 domains that are intertwined. I gained the insight that I cannot afford to exercise my role as Leader, Manager, and Commander (in the position of a Battalion Commander) independently of each other. Instead, I have to work on exercising all three domains simultaneously. This relationship is illustrated in Figure 2. The LMC model provides a clear conceptual tool to analyse and formulate my command and leadership strategy accordingly. In the scenario where my subordinates are already doing a good job in administration and resource management, I can then devote more time and effort in motivating and inspiring my team. Task 4: My leadership strengths and weaknesses. How do I intend to deal with my weakness. As an SAF personnel who has been deployed into various appointments and also through the feedback channels available in this course, I understand that my strengths lie in the ability to employ values-based leadership, and interpersonal effectiveness. In leading my staff, I consciously endeavour to treat every man fairly and respectfully. Also, I ensure that my actions are guided by sound moral principles, and be willing to take responsibility for my actions. For my commitment to employ values-based leadership, I am well-regarded by my superiors and subordinates Possessing interpersonal effectiveness is another strength of mine that would help to establish and maintain good relationships in the workplace. In order for the SAF to excel in its mission of national defence effectively, it is essential that a strong rapport is established between colleagues with different job functionalities. The strong bonds and cordial relations would help the big SAF family to support to one another through challenging times. To enhance my effectiveness as a leader, it would be beneficial that I strengthen my skills in the area of communicating to influence, and in exercising style flexibility. When there is a need to share my ideas, the natural instinct would be to convey my thoughts in a direct manner, and assume that they will be accepted wholly by others because my ideas are anchored on logical thinking and research. When this does not happen, I would presume that others are less informed than I am. Upon deeper reflection, I internalised the learning point that it is necessary for me to explain the rationale of my ideas, so as to encourage acceptance by others. Essentially, part of effective leadership is â€Å"†¦ the process of influencing others to achieve a common outcome†[1]. Through the opportunities provided in this course, I would make a conscious attempt to explain the rationale of my ideas to my course-mates. The other area that I could work on is to exercise style flexibility, according to the situation and circumstances. When there is a need to tackle problems, I have the tendency to approach the issue in a rigid manner. As a result, I appear to be stubborn or foolhardy. The lesson on FRLM increased my knowledge of the different leadership styles that a leader could undertake. I would consciously explore utilising transformational leadership instead of relying heavily on transactional leadership. I have requested for my CSC buddy and my course-mates to provide feedback on my progress. REFERENCES SAF Leadership Development Doctrine Directive 2/2004, SAF Leadership Framework dated 26 Jul 2004 SAF Leadership Development Doctrine Directive 3/2004, SAF Leadership Competency Model dated 26 Jul 2004 Chan, K.Y.; Soh, S. Ramaya, R. (2011). Military Leadership in the 21st Century: Science and Practice. 1 [1] Chan Kim-Yin, Star Soh, Regena Ramaya (2011), Military Leadership in the 21st Century: Science and Practice. Cenage Learning, p4.

Art and Cultural Study Essay

Art has always been a significant part of any culture and society. Prominent artist are people who make a contribution not only to the world’s cultural heritage, but also make a certain country famous and even a bit special. In my opinion my favorite artist would be Pablo Picasso. Pablo Picasso, known as one of the most influential artists of the twentieth century. I shall say the evolution of a young Pablo Picasso to the experienced genius that had shaped the way we see art today. From his Blue and Rose periods through the birth of Cubism, to the struggles of the experimental thirties. Picasso largely took his subjects from real life, although many of his abstract works look anything but life-like. He was big on portraits, nudes, families and children and scenes from rural life and carnivals. He also featured a lot of still life, including newspapers, vases with flowers, fruit and many instruments, especially the guitar. He inspired a whole movement into Cubism. He revolutionized art in a sense. In the art world he was the first to create works that explored the world a bit differently. With a greater understanding of Picasso and his contribution to art. He started out creating the realistic art that you may be more to consider ‘real art’. Essentially, he mastered it, and then created something entirely new. I just love Pablo’s work because it is very unique and different. He was one of the first people to look at the world and its many creatures in a different way. He didn’t just paint what he wanted to or do anything â€Å"randomly†, but painted life as he truly saw it. Pablo was very charming and he had a lot of passion. Pablo had a new way of doing art that was interesting coupled with his charisma and passion.

Human Origins Exhibit Project Essay

After visiting the new David Koch Hall of Human Origins Exhibit in the Smithsonian Institution, Museum of Natural History, it can be inferred that the main concept being portrayed in the said display is the important role that the environment has played in the evolution of human species. Consequently, the previously mentioned idea has long been acknowledged by a number of scientists and researchers worldwide and was cited in various scientific studies and research investigations. Environment is a said to be the main substrate that brings about changes in the life of early humans (Smithsonian Institution, 2010). The environment being defined here includes all the living and non-living elements that affect the manner by which humans live their lives and these are characterized by climate changes, fluctuations in temperature, topographic features of the land, the animals that thrive in the area of concern, and the overall intra- and inter-specific interactions of these organisms (Sample, 2007). One specific example of the impact of environmental activities to human evolution is seen on the events that took place in eastern Africa’s ancient climate. These events are deemed to have occurred about 2. 5 million, 1. 5 million, and 1 million years ago, periods which are also considered to be the era when important human species have emerged (Sample, 2007). These early human species are composed of the Homo habilis, Australopithecus afarensis, and the Homo erectus, humans species who were expert on the various usages of stones and on hunting (Sample, 2007). The coincided emergence of these human species with the shift on climatic features of the Earth during these times clearly signifies an important role of the environment to the development of the lives of our early ancestors. In order to further illustrate the changes in the features of the environment that shaped the future of human species, it will be necessary to cite specific examples of the effects of climate changes on the path of human evolution. First, sudden shift in the temperature of eastern Africa about 3million years ago resulted to drastic changes in the landscape of the said area (Sample, 2007). Researchers found out that lakes of about 300 meters deep were discovered to have been present in many regions of the area but eventually vanished as a result of climate changes and temperature elevation. A direct consequence of the said event is the death of the organisms that were deriving food and water from the lakes, an event which has resulted to the subsequent rupture of the biological food chains and eventual death of the organisms (Sample, 2007). In this case, the aquatic-based population of living organisms, like freshwater fishes, depleted and left the humans with less food for consumption. Another notable event is the conversion of the forest landscapes to unfruitful land areas which are not suitable for supporting the growth of plants and other botanical species (Sample, 2007). Accounts on the investigations of the eastern Africa have shown that this area has encountered about 450C of atmospheric temperature which resulted to the depletion of natural resources. In the face of these occurrences, hominids tried to adapt themselves on the facets of the changing environment. Many were able to successfully withstand the alterations in the environmental setting by allowing the development of larger brains, more powerful jaws, and more diverse food choices (Sample, 2007). Others, however, failed to adapt and evolve thereby preventing the proliferation of their genetic linkage in the succeeding generations. In general, the exhibit showed that the early human species made adjustments in accordance to the changes that happen in their surroundings (Smithsonian Institution, 2010). Changes in the temperature gradient, water availability, and land fertility all contributed to the quality of life that the human species will have. Hence, any alteration or drastic changes on the features of these factors had brought about significant changes in human evolution. What is the theme or take-home message of this exhibit? It is believed that the take-home message of the exhibit is to remind the viewers of the importance of the environment in the lives of humans. In connection to present issues in global warming, the exhibit serves as a direct warning of the things that might happen to the human population today if we will not take care of our environment and will allow the destruction of our natural resources. While it is true that the environment provides humans with numerous resources, it is equally important for people to take care of the environment. Humans must work hand-in-hand to prevent the abusive utilization of our natural resources and everyone must be aware of the issues that concern our Mother Earth. Life on Earth is made possible by the numerous interactions that characterize our surroundings. Destruction or death of any of the elements on these interactions will surely result to notable changes. In like manner, it is important for humans to take care of the environment because all of us are gaining benefits from it. Lastly, the David Koch Human origins Exhibit is a simple everyone of what has the modern human species has achieved and the responsibilities that goes along with these evolutionary achievements.

Theory of Success in What Got You Here Won’t Get You...

What Got You Here Won’t Get You There In his book What Got You Here Won’t Get You There, Marshall Goldman puts forth the theory that success itself can lead to future failures if those who succeed become complacent and don’t recognize our ability to become stagnant. He brings forth concepts that exalt our faults as virtues, simply because our faults are who we are. As individuals, we exhibit behavior that defines us. Goldman stresses the obvious in that our habits and shortcomings if unaddressed, can lead to inconsistencies and even challenges. He notes that for the continued growth of leadership, mindfulness in all areas of life cannot be understated and under groomed. Areas that may prevent a leader and by default an organization from†¦show more content†¦The problem here is not merely boasting about how much we know. 7. Speaking When Angry: Using emotional volatility as a management tool. When you get angry, you are usually out of control. It’s hard to lead people when you’ve lost control. 8. Negativity, or ‘Let Me Explain Why That Won’t Work’: We all know negative people in the workplace. They’re incapable of saying something positive or complimentary to any of your suggestions. The need to share our negative thoughts even when we weren’t asked. â€Å"negatrons† are people who are constitutionally incapable of saying something positive or complimentary to any of your suggestions. 9. Withholding Information: The refusal to share information in order to maintain an advantage over others. Intentionally withholding information is the opposite of adding value. 10. Failing to Give Proper Recognition: The inability to praise and reward. In withholding your recognition of another person’s contribution to a team’s success, you are not only sowing injustice and treating people unfairly, but you are depriving people of the emotional payoff that comes with success/ instead they feel forgotten, ignored, pushed to the side – and they resent you for it. In depriving people of recognition, you are depriving them of closure. 11. Claiming Credit that We Don’t Deserve: The most annoying way to overestimate our contribution to any success. Claiming credit is adding to theShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesmechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, theRead MoreMarketing Mistakes and Successes175322 Words   |  702 Pages8 7 6 5 4 3 2 1 PREFACE Welcome to the 30th anniversary of Marketing Mistakes and Successes with this 11th edition. Who would have thought that interest in mistakes would be so enduring? Many of you are past users, a few even for decades. I hope you will find this new edition a worthy successor to earlier editions. I think this may even be my best book. The new Google and Starbucks cases should arouse keen student interest, and may even inspire another generation of