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.
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SAF Leadership Competency Model (LCM)
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.
Below are some videos on how leaders can sharpen their critical thinking.
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.
Below are some videos on how leaders can improve their creative thinking.
SCAMPER - A Creative Thinking Technique
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.
