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Learning & Organisation Development
Singapore Telecommunications Limited
SHRI RESOURCES >>
Survey Reports
SHRI Leadership Study: Managing
Diversity and Bridging Communication Gaps
In one of
the recent global studies co-conducted by SHRI, it
highlighted that 'Leadership' is becoming even scarcer
resources than ever before. Such scarcity may trigger
complexities in business and is a cause for concern for
employees and employers alike. The study also revealed that
companies in Singapore are facing the challenge in improving leadership development,
which also emerged as a key issue. This is so due to changing demography, diverse workforce, changing
communication styles and nature of leadership itself. This
study defines
leadership in the Singapore's context; identify
leadership issues and challenges of managing diversity; and
seek to understand how leaders bridge the
communication gaps.
Summary of
Key Findings
Three
online polls were conducted by SHRI. Accordingly, 62%
(of 279 respondents)
disagreed
that talent and leadership are becoming even scarcer
resources than ever before. 77% (of 93 respondents)
disagreed
that leaders of organisations in Singapore motivate and
enable staff to achieve both individual and corporate
goals and 77% (of 102 respondents)
agreed
that companies should invest considerable resources
in defining specific leadership models, assessing their
leaders and designing development programs.
Organisations in Singapore views communication, good
interpersonal skills and being a team playeras
thetop three qualitiesof a leader.
Performance appraisal, work performance and assessment
by management team are
the top three methods used by local organisations
in assessing leadership qualities.
81%
of the respondents believe that leadership qualities are
important criteria when selecting candidates for
promotion.
56%
of the respondents either has limited global exposure or
has yet to travel to another country as part of their
jobs.
Organisational leaders in Singapore scores relatively
low on all the seven dimensions (creating vision,
communicating vision, committing people to vision,
concretising vision, change management, satisfaction of
people and culture building) of the visioning
effectiveness scale.
38%
of the respondents stated that leaders in their
organisations embrace diversity and are receptive to
ideas from different people.
55%
of the respondents mentioned that leaders in their
organisation rarely explain business advantages for
effectively dealing with diversity.
65%
of the respondents felt that their leaders occasionally
or rarely suggest ways to make the work environment more
inclusive; and that their leaders occasionally or rarely
empower them to make decisions.
62%
of the respondents also felt that leaders in their
organisation occasionally or rarely observes employee
performance and communicates constructive feedback to
their employees.