3. SAF Leadership Competency Model (LCM)

The SAF Leadership Competency Model consists of 5 competency domains, of which four are "core competencies" that directly affect leadership performance on the job, and the fifth competency domain is a "personal meta-competency" required for leader adaptability and growth. The four core leadership competencies are: Conceptual Thinking, Social, Mission and Developmental Competencies. The personal meta-competency is "Self". It includes elements of "emotional intelligence" skills such as "emotional self-awareness", "emotional self-management", as well as skills that support "personal mastery" such as seeking and receiving feedback, personal reflection, assessment of current reality and personal visioning and goal setting. This table shows the 5 competencies and 14 skills that are common across the Services.

Conceptual Thinking Competency

Conceptual Thinking is the cognitive capacity to understand and respond to the complexities inherent in the SAF operating environment, including making sense of the moral and ethical dilemmas that may arise. This cognitive capacity of the SAF leader allows him to scan the environment and make sense of the input, understand complex and divergent issues, and to interpret key messages and trends. He creates order out of chaos, solves problems and responds to challenges with innovative solutions. He may use past experience, information from non-traditional fields and non-linear thinking to generate fresh perspectives and imaginative ways to succeed. Conceptual thinking consists of Critical Thinking, Creative Thinking and Ethical Reasoning skills.

Critical Thinking

Identifies, defines and solves problems by thinking analytically and logically, drawing on all data sources, knowledge and past experiences; appreciates the external environment, consequences and impact any decision may incur strategic/systems thinker, links actions to a large cause or purpose; develops long term strategic plans to shape the future.

Creative Thinking

Envisions the future state, thinks creatively in order to construct the new reality; finds innovative ways to resolve problems; brings about breakthrough in deadlock situations.

Ethical Reasoning

Develops a sound understanding of values and standards of ethical conduct in the SAF; engages in ethical thinking and reasoned argument about what is right and wrong; upholds and applies ethical reasoning principles and processes to all contexts, even in the face of adversity.

Social Competency

This competency domain refers to the skills required to develop and maintain effective working relationships by showing consideration, concern and respect for others. The SAF leader is a good listener, provides opportunities for others to give input, and conveys an understanding of the key points being communicated. His interactions with others are based on respect and an appreciation that people with varying backgrounds and viewpoints add value to the organisation. Through persuasion and assertiveness, he gains support for ideas and initiatives, and effectively influences peers and superiors. He communicates in a compelling and articulate manner that instils commitment, and adapts his communication to ensure that audiences understand his key messages. This competency consists of 2 skills: Interpersonal Effectiveness and Communicating to Influence.

Communicating to Influence

Communicates through effective techniques like active listening and interpretation of non-verbal cues. Taking onboard the views of subordinates, peers and subordinates; chooses the appropriate message and medium of delivery; persuades, influences and collaborates effectively, with the ability to convince those over whom the individual does not hold command.

Interpersonal Effectiveness

Responsive to the needs of others; empathises with their worries and predicaments; recognises what drives and inspires them; builds and develops partnerships within and across Services and agencies.

Mission Competency

The SAF leader is a mission-focused individual. He understands the intent of the mission and efficiently plans to ensure a successful outcome. He develops contingency plans to deal with potential negative outcomes. He is able to manage a number of crises simultaneously and remain focused in the face of multiple distractions. He copes well with ambiguity and makes decisions even when not all the facts are available. He leverages on technology to gain a decisive edge so that the mission can be achieved efficiently and effectively. This competency consists of three skills: Planning, Decision-Making and Execution.

Planning

Focuses on the mission at all times: Understands the intent of the mission and prioritises based on urgency and importance. He sets goals and objectives; plans to ensure that these are executed in a timely manner; uses the appropriate planning process; leverages technology, knowledge and previous experience in planning; adapts plans when necessary to achieve the desired outcome.

Decision-Making

Knows when to use the art and science of decision making to make choices and decisions when required. Leverages on past experience and specialist knowledge of others to make sound decisions in the absence of information; remains rational and objective when making decisions. Acts decisively; is willing to make difficult decisions; will commit to bold actions to gain decisive advantage.

Execution

Leverages on technology, people and processes to enhance command and control; takes charge of the mission; senses the environment and responds to new developments; monitors, evaluates and assesses progress, adapts and implements contingency plans as required; decisive; ensures mission accomplishment.

Developmental Competency

This competency is desired at 3 levels in the SAF Leader: Individual, team and organisation. At the individual level, he develops his subordinates through effective coaching and mentoring. He develops team capacities by harnessing individual strengths and diversity of views to enhance the output of the team; he unifies the team by focusing on common goals, and clarifying roles, rules and relationships. At the organisation level, he provides the catalyst for change and champions change efforts. This competency consists of 3 skills that address building capacity at three levels: Developing People (individual), Developing Team and Improving Organisation.

Developing People

Demonstrates interest in the development of each individual under command; creates challenges through delegation and empowerment to ensure that everyone can reach their full potential; provides feedback, coaching and counselling; recognises and rewards achievement; motivates and inspires subordinates to grow.

Developing Team

Creates a spirit of comradeship and trust within the team; ensures that team members are unified through the achievement of common goals; builds team morale and resolves conflict; ensures team learning.

Improving Organisation

Proactive in recognising the need to transform; creates the rationale for change; champions, manages and sees through the change efforts; sees beyond or beneath the ways things are conventionally done, and continually seeks ways to improve the organisation.

Self Competency

This competency refers to skills required to manage oneself and develop one's own capabilities. The SAF leader possesses a dynamic capacity for self-awareness and self-management. He is self-motivated to learn and grow as a leader. He has high self-awareness and is able to leverage on his strengths and overcome his weaknesses to be more effective. The 3 main components are Self-Awareness, Self-Management and Personal Mastery. For this competency, the behaviour indicators would be common across all 3 levels of leadership (direct, organisation, strategic).

Self-Awareness

Recognises one's own moods, emotions and drives, as well as their effect on others; demonstrates a deep understanding of one's strengths and limitations.

Self-Management

Controls one's own emotions and impulses; remains calm and composed under stress; maintains confidence in one's abilities and adopts a positive outlook; demonstrates cognitive-behavioural flexibility in adapting to ambiguous or changing situations.

Personal Mastery

Continually reflects and raises own consciousness by journalling personal beliefs/assumptions and current reality; engages in personal visioning and goal setting; leverages on own strengths and actively seeks out learning opportunities to develop; commits to continual personal growth and constantly seeks and values personal feedback.