Introduction 2

The DSTA Leadership Model 4

• LeadershipIntegrity 6

• Passion 8

•DevelopmentofPeopleandtheTeam 10

•DrivetoExcel 12

•Decisiveness 14

•DeliveryofResults 16

The DSTA Mission, Vision, Values 18

The DSTA Employee Value Proposition 19

The Singapore Public Service Core Values 20

Acknowledgements

CONTENTS

ThisbookletisintendedasaguidetoenhanceleadershipperformanceatthelevelofProgrammeManagersandSeniorManagers.

AnumberofProgrammeManagershelpedtoputthisbooklettogether.Asvoicesfromthemiddlelevel,theywereaskedtodescribethetraitsaleadershouldhave.

ProducedwiththeProgrammeManagersandSeniorManagersinmind,thisbookletisintendedasaresourcethat

articulatestheDSTALeadershipModelspecifictoyouasleadersatthemiddlelevel.Asfront-linedecisionmakersresponsibleforacquiringequipmentandsystemsandprovidingoperationandsupportservices,youplayacriticalroleintheorganisation.

Primarily,thisresourceservesasatrainingsupplementtotheAdvancedSystemsEngineeringandManagement(ASEM)milestonecourse,butitisalsointendedas

areadyreferenceforsharingandreflectionbeyondthecourse.

Forthistobecomeaneffectivetrainingresource,thecontentswillberevisedfromtime

totimetoincorporatethedifferentviewsandcommentscontributedbyASEMparticipantsormembersfromtheline.Revisionsmayalsobenecessarytokeeppacewithchangesthatwillinevitablyoccurintheorganisationovertime.

INTRODUCTION2 3

Leaders are not born; they are developed. Leaders become better by learning on the job. They learn from other leaders, share experiences, reflect and internalise the leadership traits that are essential to their success.

Aroundtheworld,leadingorganisationsinvestinleadershipdevelopmentbecausethequalityoftheleadershipdrivestheperformanceofanyorganisation.Inaddition,theyhaveinplaceclearleadershipframeworkstonurturethedesiredleadershiptraits.

Likewise,DSTAhasanestablishedleadershipmodel.Developedin2003,themodelfocusesonLeadershipIntegrity,Passion,theDevelopmentofPeopleandtheTeam,theDrivetoExcel,Decisiveness,andtheDeliveryofResults.Thesearefurtherelaboratedinthisbooklet.

TheDSTALeadershipModelissimilartothoseofotherorganisationsbecausethefundamentalsofgoodleadershipareuniversal.However,ourmodelistailoredtoDSTA’suniquerequirementswithanemphasisonthetraitsthatfulfilourspecificneeds.

THE DSTA LEADERSHIP MODEL1. Leadership Integrity

2. Passion

3. Development of People and the Team

4. Drive to Excel

5. Decisiveness

6. Delivery of Results

Theseattributesrelatetoyou,yourrelationshipwithothers,andyourabilitytofulfiltheresponsibilitiesentrustedtoyou.

ATTRIBUTES FROM THE DSTA LEADERSHIP MODELThesixattributesarefurtherbrokendownintoindividualdescriptors.ThesedescriptorsarespecifictoProgrammeManagersandSeniorManagersandrelatetocompetenciesorbehaviouraltraits.

Lead

ersh

ip In

tegrit

y

•TrustandRespect

•EthicalBehaviour

•Values

Passi

on

•Energy

•Purpose

•EmotionalMaturity

Develo

pmen

t of P

eople

and t

he Te

am

•StaffEngagement

•Coaching/M

entoring

•Empowerment

Drive t

o Exc

el

•Drive

•Comm

itment

•FlexibilityandAdaptability

Decisi

vene

ss

•Problem

Solving

•Innovation

•Comm

unication

Delive

ry of

Res

ults

•Focus

•BigPictureThinking

4 5

Ofalltheattributes,leadershipintegrityisthemostimportant.Itisa‘veto’factor.Youcannotassumeapositionofleadershipifyoudonotshowintegrityinyourconductorinyourrelationshipwithothers.

LeadershipIntegritycanbedemonstratedthrough:

• Trust and Respect

• Ethical Behaviour

• Values

LEADERSHIP INTE GRITYTrust and Respecti. Bethereforyourteamwhenthe goinggetstough

ii. Haveconfidencethatyourteam memberswillkeeptheircommitments andpromises

iii.Beopenandhonestwhenmanaging yourteam

iv. Respectanindividual’sself-worth anddignity

Respectrequiresadegreeofself-control.Accordteammemberstherespectduetothemasindividuals.Donotcauseyourcolleaguestoloseself-esteemthroughyourwordsandactions.

Ethical Behaviouri. Bemindfulnottouseyourposition toinfluenceorseekpersonalbenefits

ii. Actinamannerthatisjust, professionalandconsistentwiththe valuesoftheorganisation

iii.Challengeunethicalpracticesandset themright

iv. Imbueyourteammemberswith therightethicsandholdthem accountablefortheirbehaviour

Valuesi. Showcourage

ii. Embrace,promoteandactin accordancewiththeCoreValuesof theSingaporePublicServiceandthe DSTAMission,VisionandValues

iii.AlignyourselfwiththeDSTA EmployeeValueProposition

“Do the right thing in the right manner.”

“An individual’s principles and values are especially important when no one is keeping a watchful eye.”

6 7

Passionisthestrongenthusiasmanddevotionyoubringtothejobwhenyoubelieveinwhatyouaredoing.

Passioncanbedemonstratedthrough:

• Energy

• Purpose

• Emotional Maturity

PASSIONEnergyi. Showenthusiasmforyourjoband imbuethesameenthusiasminyour team

ii. Staypositiveandconfidentinthe faceofstressanduncertainty

iii Inspireyourselfandyourteam

iv. Engageandexciteotherswithnew ideasandsolutions

Purposei. Developadeepersenseofpurpose andbringgreatermeaningtoyour work

ii. Alignyourgoalswiththatofthe organisation’s

iii.Adoptalong-termperspective;it willhelpyouunderstandhowyour responsibilitiesrelatetothelarger purposeoftheorganisation

iv. Besteadfastwhenyouareconfronted withchallengesandopposition

“I inspire myself and my team.”

Emotional Maturityi. Respectthefeelingsandopinionsof others

ii. Listentovariouspointsofviews withoutbecomingemotionaland defensive

iii.Challengeideasandnottheperson; donotgetpersonal

iv. Becomfortablewithholdingdifficult conversationssuchasdeliveringbad newsandhandlingdisagreements

v. Bestableanddemonstrateself- controlinthefaceofchallengesand difficulties

vi.Bewillingtoacceptresponsibilities andlearnfrommistakes

8 9

Aleaderbelievesindevelopingpeopleandbuildingteamwork.

Asaleader,youshouldsincerelycareforyourteammembersasyouhavearoleinhelpingthemadvanceintheircareers.

Aleaderrecognisesthatbuildingteamworkisimportantbecausesuccesscanonlycomewhentheteamisworkingtogethertoshareandcontributedifferentpointsofview.

Peopleandtheteamcanbedevelopedby:

• Staff Engagement

• Coaching/Mentoring

• Empowerment

DEVELOPMENT OF PEOPLE AND THE TEAM

“It’s not entirely hands-off!”

“Your staff should enjoy coming to work every day.”

“It’s all about balance.”

Coaching/Mentoringi. Guideteammembersalongintheir jobs(Coaching)

ii. Guideteammembersalongintheir professionaldevelopment (Mentoring)Staff Engagement

i. Communicate,manage,andtake careofyourteam’sfeedback,needs andwell-being

ii. Showgenuineconcernforyour team’swelfare

iii.Bewillingtoconfrontyourteamand tellunpleasanttruthswhennecessary

Empowermenti. Avoidmicro-managing;showtrustin yourteammembers,givefreedom anddonotunderminetheirauthority

ii. Assignanddelegateworkeffectively byassessingifyourteamisreadyto performindependently

iii.Strikeabalancebetweenthedesire tocontrolandtheneedtogiveyour teamthespacetogrow

10 11

Tohavethedrivetoexcelistostriveforexcellencecontinually,deliverthebestandsethighstandardsofperformance.

Thiscanbedemonstratedthroughthefollowing:

• Drive

• Commitment

• Flexibility and Adaptability

DRIVE TO EXCEL

“Tailor your leadership style according to your team. It’s not one size fits all!”

Drivei. Showstaminaandvigourtomotivate yourselfandyourteamtoachievea highstandardofperformance

ii. Showsustenanceanddetermination inthelongrun

iii.Setgoalsandattainthem

Commitment i. Navigatethroughpitfallsandfailures andstayoncourse

ii. Showperseveranceandresolve

iii.Displayawillingnesstodevote personaltime,energyandresources inordertoachievehighstandards

Flexibility and Adaptabilityi. Havethecouragetodeviatefromthe statusquo

ii. Beopen-mindedandresourceful whentryingtodecidethebest approachtomeetthegoalsofyour team

iii.Bewillingtoacknowledgeandaccept ideasthatarebetterthanyours

iv. Beflexibleandadaptivetochanging circumstances

12 13

Tobedecisiveistoprovideclearguidanceandbewillingtomakedifficultdecisions.

Decisivenesscanbedemonstratedthroughthefollowing:

• Problem Solving

• Innovation

• Communication

“It is important to create a safe and open environment that

encourages creativity.”

Problem Solvingi. Beabletoidentify,defineandsolve problems

ii. Applycreativeandcriticalthinking skills

iii.Anticipateissuesandopportunities bythinkingahead

Innovationi. Presentnovelperspectivesand possibilities

ii. Breakfromtheoldparadigms

iii.Thinkoutofthebox

Communicationi. Communicatetoinfluence

ii. Presenttechnicalideasinamanner thatcanbeunderstoodbya non-technicalaudience

iii.Beaninspirationtothosearound you

DECISIVENESS14 15

Performanceisattheheartofaleader’sjob.Itisnotjustabout‘whatistobedelivered’butalso‘howitisdelivered’.

Resultscanbedeliveredthroughthefollowing:

• Focus

• Big Picture Thinking

DELIVERY OF RE SULTSFocusi. Tackleissueswiththeendinmind

ii. Maketherighttrade-offsbetween short-termobjectivesandlong-term goals

iii.Beabletoidentifythecruxofan issue

iv. Setrealisticmilestonesand actionableplans;thenmonitor progressandadaptplansaccordingly

v. Understandthestrategicintent behindaprojectandsteerittomeet theintendedoutcome

Big Picture Thinkingi. Providecontext

ii. Communicatethebigpicturetoyour teamtomotivateandencourage them

iii.Communicatestrategicintent

iv. Makedecisionsandunderstand howtheycanhavehigher-level implications

v. Bringcross-disciplinaryknowledge tobearonissuesandopportunities

vi.Thinkbeyondthedailygrind

“Take a step back and see things from a different perspective.”

16 17

Mission:WeharnessandexploitscienceandtechnologyforthedefenceandsecurityofSingapore.

Wedothisthrough:

•Aclearfocusonthe needsofourpartner, theSAF.

•Comprehensive investmentinour peopletowardsfulfilling careersinalearning environment.

•Apurposefulalignment ofourprocesseswith themission.

Vision:•Weareproudtobea trustedpartnerofthe SAF.

•Wearethetechnology striketeam;we constantlysurpriseand delighttheSAF.

•Webuildcapabilities, wedeliversolutions; andwemakea difference,everytime.

•Weempowerourteams toachieve,todeliver, andtoexcel.

•Weachieveahealthy surpluswithoutraising costtotheSAF.

•Weareanemployerof choice.

•Everydayofworkisan excitingadventure.

•Everyoneenjoyscoming toworkandgoing home.

•Wearetheprideofour owner.

•Wehavecollegial businesspartners whoenhanceour technological capabilities.

DSTA MVVValues:• StrategicPartnership- Wevalueour partnershipwiththe SAF.Welisten.

• Teamwork-Wevalue teamworkandmutual support.

• Respect-Wevalue everyindividualandhis contribution.

• Integrity-Weactwith professionalismand integrity.

• Knowledgesharingand trust-Wepromote trust,opennessand knowledgesharing.

• Excellence-Wedareto dream,aimtoexcel, andhavethecourageto act.

TheDSTAValuesareencapsulatedintheacronymSTRIKE.

DSTAistheplacefordefencetechnologyandengineeringworkthatcoversadiverseportfolioofmilitaryplatforms,weapons,IT,commandandcontrolsystems,defenceconstructionandrelatedservices.Wedevelopandsupportcutting-edgecapabilities.Ourstrengthslieintheconceptualising,design,implementationandlife-cyclesupportoflarge-scalecomplexsystemsofsystems.Recognisingthatpeoplearethekeyassetbehindouruniquecapabilities,DSTAiscommittedtohelpourpeoplerealisetheirfullpotentialwithcareersthat:

• Provide Technical and Business Leadership Youwillhaveopportunitiesto acquirecompetenciesinmulti- disciplinaryfieldsandprovidethe technicalandbusinessleadershipfor Singaporeindefenceandnational security.

DSTAEMPLOYEE VALUE PROPOSITION

• Promise Learning and Growth Opportunities EveryBodyMatters.Wewillprovide youwithchallenges,professional satisfactionandgrowth.Wewill developyoutohavetheattitudes, knowledgeandskillsforlife-long employability.Youwillhave opportunitiestoassumeresponsibilities andtakeonchallengesearlyinyour career.

• Offer Competitive Rewards and Recognition Youcanexpectrewardsforand recognitionofyourworktobe competitivewiththebestpractices ofhigh-performingorganisationsin themarketplace.

• Contribute to National Defence and Security WorkinginDSTAisacalling,an honour,andacommitmenttothe long-termdefenceandsecurityof Singapore.Throughyourwork,you playameaningfulroleincontributing tonationaldefenceandsecurity.

THE THE18 19

Integrity

‘Integrity’servesasthecoreofourbeliefsandistheunderlyingfoundationuponwhichthemission,goalsandbeliefsofthePublicServicestatedwithinthecorporatestatementarebuilt.ThisisbrieflymentionedinOurCustomerspartofthecorporatestatementwhereweareheldtohighstandardsofintegrity.Integrityisalsocloselylinkedtoourkeypublicgovernanceprincipleofincorruptibility.Integrityenablesustosafeguardthesovereignty,independence,securityandprosperityofSingapore,andupholdjusticeandequality.Furthermore,theSingaporePublicServicecommandsahighleveloftrustamongourcitizensandforeigninvestorsbecauseofourintegrity.Thus,itisimperativethatthePublicServicemaintainsthishighstandardofintegrityinourconduct.

THE SINGAPORE PUBLIC SERVICE

(reproducedfromwww.psd.gov.sg/PublicService/CoreValue/)

CORE VALUESService

‘Service’definesthemissionofpublicofficers.TheSingaporePublicServiceexiststoservethepeopleofSingapore.PublicOfficersshouldalwaysdowhatisrightandreasonable;withempathyandrespectforthepeoplethatweserve,whilealwaysbearingtheoverallinterestofournationandpeopleinmind.

Excellence

‘Excellence’describestheoutcomesofpublicserviceasenvisagedinOurGoalsofthecorporatestatement.Inordertoachievethesegoals,publicofficersmustmanifestsuchexcellencewithinthemselves.Staffdevelopmentisanimportantaspectofstrivingtowardsexcellenceforthepublicservice.ThisisexplicitlystatedinOurStaffsectionofthecorporatestatement.Thus,publicofficersmustpossessamindsetforexcellencethatstrivestobethebestthatonecanbeinhisorherrole.

20

No part of this booklet may be reproduced without prior permission obtained from DSTA, and due acknowledgement given to DSTA.

(ProducedFebruary2010)

Acknowledgements

AngJerMengRoyChanHsiungWeiHenryChangWengFoo

HoShuetYingKohJinHou

JamesKwokCheeKhanAlexLeeSiangMeng

LeongSeeSumLeowAikSiang

RogerLimTowHongMuiWhyeKeeNgKokKengOngChinAnn

DamienPangTeeKinPhuaBoonChungQuekBeeTin

JosephTanTowHuaTeyHweeChooWongJennLoong

DSTACollegeHumanResource

CorporateCommunications