Political leadership in 
S’pore now a collective effort

Recent events have made political leadership a salient issue on the minds of many. Over the weekend, Prime Minister Lee Hsien Loong said the People’s Action Party’s (PAP) good showing at the 2015 General Election meant Singapore can carry out a smooth leadership transition.

“With this election and the 2011 election, I have been able to assemble and gather together a new team to reinforce the team,” he said.

“And there is now time for this new team to gel and to take over the reins, well before the election after next.”

Furthermore, it is not only the ruling People’s Action Party who is focused on leadership renewal.

As a special feature recently published in this newspaper has discussed, the Workers’ Party is also intent on getting new leaders by co-opting new and younger members into its Central Executive Committee.

Political leadership has also become a topic of great interest in the rest of the world.

In the United States, both Democrat and Republican candidates are fighting for their respective parties’ nominations for the upcoming presidential elections.

US President Barack Obama is also under spotlight in the fight against terrorism, following the most recent attacks in California.

Closer to home, Malaysian Prime Minister Najib Razak faces a stern test at the United Malays National Organisation (UMNO) General assembly this week with increasing calls for his resignation amid allegations of corruption.

MYTH OF THE INDIVIDUAL LEADER

Political analyses tend to focus on the role and status of individual political leaders. This was particularly the case in Singapore’s early history.

One only needs to look at the legacy of Mr Lee Kuan Yew, who played a crucial role in leading a post-independence Singapore through his political stewardship and policy decision-making. Mr Lee remains one of the most recognisable Singaporeans in the global arena.

Certainly, the notion of leadership suggests the role and skills of a “first among equals”. However, such an emphasis may often be overstated. More often than not, policymaking requires the efforts of various political and administrative actors.

In the case of early Singapore, Cabinet members such as Goh Keng Swee, S Rajaratnam, and Toh Chin Chye played crucial policy roles in Singapore’s early founding and subsequent development. More often than not, policy decisions are made collectively by a group of leaders.

In his 2014 book, The Myth of The Strong Leader, British political scientist Archie Brown notes that “collective” leadership is often more effective than “individual” leadership.

Furthermore, collective leadership often involves non-state and public actors. This is all the more so when the development of a nation yields a more educated and sophisticated population and results in its integration into a rapidly globalising economy.

This was reflected in the leadership style of Singapore’s second Prime Minister, Mr Goh Chok Tong, who took a more consultative approach to governance. During Mr Goh’s term, a Feedback Unit was established to collect public feedback and suggestions on major policies.

Furthermore, there was a growing recognition of the roles played by other Cabinet members. Indeed, it is often emphasised that Mr Goh himself was selected by his Cabinet colleagues to take on the role of Prime Minister.

This consultative and collegial approach to governance has since grown under Singapore’s third and current Prime Minister, Mr Lee Hsien Loong. At his recent post-GE swearing-in speech, PM Lee emphasised leadership renewal and the formation of a “new team” with experience and fresh ideas.

POLITICAL LEADERSHIP 
IN THE 21ST CENTURY

With the space for political discourse opening up due to advances in the Internet and social media, an increasingly discerning and vocal electorate, along with growing complexity in the policy environment, political leadership and governance in the 21st century has evolved to become arguably more consultative and team-based.

As the Head of Civil Service, Mr Peter Ong, highlighted in a recent speech, the hyper-connected and multi-dimensional nature of today’s policy environment requires the government to consult and co-create policy solutions with various stakeholders. This may include even civil society or community groups that contribute by way of sharing more granular and multi-dimensional perspectives.

This makes policy-making a collective effort involving various combinations of political leaders, civil servants, and public stakeholders. Political leadership in the 21st century therefore needs to be even more integrated, consultative and collaborative in nature. At the same time, public engagement is a constant and continually iterative process that requires patience and commitment from all involved.

The government’s focus on leadership renewal has yielded a clear set of fourth-generation leaders who appears committed to continuing such consultative and collective leadership.

This was emphasised by Acting Minister for Education Ong Ye Kung during a recent Institute of Policy Studies forum, where he said that there is “no letting up” in the PAP’s efforts at grassroots engagement.

In terms of co-creation, Finance Minister Heng Swee Keat had highlighted the role of businesses in creating value for Singapore’s future economy in a speech at a recent Singapore Business Federation Conference.

After GE2015, three senior coordinating ministers were appointed to ensure closer policy coordination in the areas of economic and social policies, infrastructure and national security. Such efforts at integrated policymaking were introduced in response to the growing complexity of emerging policy problems.

To navigate a policy environment that is marked by growing complexity, instability and unpredictability, Singapore will need to continue expanding its consultative and collective approach to political leadership and governance. This will allow for the harnessing of resources, expertise and capabilities from all quarters of society in developing effective and relevant solutions to emerging policy issues.

ABOUT THE AUTHOR:

Woo Jun Jie is an assistant professor in the Public Policy and Global Affairs Programme of the School of Humanities and Social Sciences, Nanyang Technological University.