Report on Leadership Styles and Diversity Management at SingTel Group

This report provides an analysis of SingTel's leadership and diversity management practices. It begins with an introduction to the SingTel Group, its global presence, and its commitment to corporate governance and sustainability. The report then delves into SingTel's diversity management initiatives, highlighting its diversity framework, gender diversity efforts, multi-generational workplaces, and multi-cultural awareness programs. It also discusses the benefits of diversity management and suggests strategies for further improvement, such as strengthening anti-discriminatory policies and redefining HR roles. The report then examines the leadership style within SingTel, focusing on CEO Chua Sock Koong and her impact on the organization's success. It also explores various leadership theories and their relevance to SingTel's context. The report concludes by emphasizing the importance of diversity in achieving SingTel's vision and the role of strong leadership in driving the company's success.

Running Head: MANAGEMENT 0
FUTURE OF
ORGANISATIONS AND
WORK

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Table of Contents
Introduction................................................................................................................................2
Diversity Management...............................................................................................................3
The style of the leader in the organisation.................................................................................8
Conclusion................................................................................................................................11
Reference List..........................................................................................................................12

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Introduction
The SingTel Group is one of the Asia leading communication group offering its
telecommunication services in more than 21 nation’s crossways the Asia Pacific, Europe,
Middle East and USA. The headquartered of the company is in Singapore and the company
have started commencing its operations back in 1879 making it one of the oldest
telecommunication communication corporation in the world with an experience of more than
140 years in the industry. The company vision is to be Asia Pacific best communication
Technology Company and in relation with the mission statement, the organisation want to
make communication easier, reliable and faster for the customer groups and also offer
significant value to all the stakeholders. As of 2019, the company has nearly 25000
employees over the world and have a market capitalization of $37.8B (forbes.com, 2019).
SingTel Group also has its various holdings including Optus in Australia, NCS Pte Ltd in the
Asia Pacific and the Middle East region, Amobee, Trustwave, DataSpark Pte Ltd and so forth
and that all continuously raising bar in innovative products and services. Globally, SingTel
serves nearly 700 million people around the world (singtel.com, 2020). The company is also
committing to constantly invest in its brands, network, and processes to deliver a superior
customer experience and managed all such practices from their 66 offices in more than 20
nations globally. In relation with the corporate governance, SingTel aims to be the highest
standards of corporate governance and considering this, the company has upheld a cluster of

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well-managed processes and policies to improve their organisational accountability and
performance while safeguarding the stakeholder's interest.
In 2018, SingTel revenue in Singapore projected to nearly 17.27 billion Singapore dollar
(statista.com, 2018). As such, SingTel required to diversify its revenue streams into new
business models, digital services and offering more attractive and innovative communication
services. In years of efforts and operations globally, SingTel also has received various awards
and recognition towards their economical practices and environmental and social
commitment. Taking an example of this year, the company comes in Global 100
Sustainability Index 200 where SingTel name noted among 100 most sustainable
corporations in the world (singtel.com, 2018). It means the SingTel is devoted to being an
accountable corporate citizen and drives the sustainable future for all its stakeholders and
hence, creating a positive impact. In the next sections, this report outlines about the diversity
management undertakings of the organisation and the style of leadership seen to be.
Diversity Management
For an organisation looking to cultivate and nurture a more diverse and inclusive workplace
under diversity management, it is necessary to understand what builds up workplace
diversity. Guillaume et al (2017) defined workplace diversity to the variety of differences
between individuals in an enterprise not only includes how they see or perceive themselves
however also how others perceive them. Diversity in organisation can offer various benefits
to the organisations like extensive array of employee background will lead to more
experience and expertise coverage in critical areas that will influence the business
organisation. According to deloitte.com (2019), the number of Fortune 500 businesses with
more than 40 % diversity has more than doubled from 69 to 145 as 2012. Hence, diversity
management is the key to growth in current competitive business environment and

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corporations that search for global market significance must exploit diversity in their
practices, acts and innovation.
SingTel has a great level of diversity management in its groups and dedicated to developing a
diverse, wide-ranging and collective culture from long time back. The company distinguishes
and holds the gains of diversity on the Board while seeing it as a vital element helping in
achieving the strategic goals and its sustainable development. Chia (2019) also reported that
Singtel is the only Singapore Corporation among world 100 most inclusive firms and comes
at 79th in a position of the world 100 most diverse and inclusive workplaces. It is also true
that there are evidences about SingTel diversity management straegy and can be found its
2019 sustainability report and the below figure showing SingTel Group Diversity and
Inclusion Framework.

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Source: (links.sgx.com, 2019)
According the company sustainability report 2019, SingTel considers in offering a diverse,
inclusive, collective work culture and environment that known the value of dissimilarities to
be successful in attaining their future vision (sgx.com, 2019). SingTel diversity framework
offers a unique perspective and nurtures innovative thinking’s to crack corporate challenges.
The company also knows the importance of intrinsic strength of a diverse and wide-ranging
and lively personnel’s where its employees' life understandings, outlooks and background
help them to develop strong association with all the customer groups, involve positively with
a rising competitive marketplace, motivate and resourcefully innovate, ultimately creating
better decisions for achieving the corporate strategic and vision.
In relation with gender diversity, SingTel is ensuring equal opportunity at all the levels of
organisations while supporting a gender balanced workplace. For instance, there is a
significant increase of female executives in the top management of SingTel and now it
presents 31% of the place in comparison to the year 2018, which was 29%. Similarly, they
also increased at middle level management with 34 % from the year 2018, which was 33%
(sgx.com, 2019). As seen in the framework, the company also ensure equal pay structure
irrespective of the gender and further identifies there can be variation at diverse life stages in
terms of family dependencies and needs and also, in the different countries in which they
operate. As per Boomberg 2019 Gender-Equality Index, SingTel was praised to be one of
four Singapore Corporations to be known for their gender diversity efforts (bloomberg.com,
2019). Furthermore, the company is also praised with Leonie Awards 2018 as it comes under
one of 5 employers for Gender Diversity.

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The next evidence of the framework is their multi-generational workplaces where SingTel
collegial and likely tapping the diverse perspectives and contributions of their various
generational workforces and builds the organisation capability to innovate and sustain in the
dynamic business environment. SingTel knows that there is different connection between the
workforce generation and place and to support all of them, the company likely encouraging
the SkillsFuture for Digital Workplace (SFDW) programme to increase their workforce
digital literateness and make them resilient to changes going in swiftly growing commerce
(sgx.com, 2019).
Multi-cultural awareness is also evidently seen in SingTel Group diversity and inclusion
framework, where the company rejoicing their inimitable global workforce and using the
cultural experience and diversity of all its employees to develop strong connection with their
corporate and customer groups both regionally and internationally. Furthermore, it also helps
them to drive creativity as well as innovation while engaging positively in a progressively
globalised marketplace. It also reflects in their DNA as with more than 25000 employees
employed in nearly 90 dissimilar nationalities through their worldwide business operations
(singtel.com, 2018).
Lastly, SingTel is also supporting people confronting differing abilities while respecting and
assisting the individual needs with differing abilities. In simple words, the group recognises
that everyone has productivity and valuable capabilities and so, SingTel aims to develop
long-way opportunities for these individuals with disabilities. It can be well support by their
practice where they upkeep SG Enable’s Institute of Higher Learning Internship Line-up and
also their participation in the Singapore Business Network on Disability (SBNOD),
established in 2015.

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SingTel has a well fitted approach towards diversification and however, SingTel also has an
opportunity to adopt a new diversification strategy to further improve its performance in the
whole telecommunication industry (Eng and Mathews, 2016). However, to successfully
implement this strategy over a long period of time, SingTel needs to ensure that the entire top
and middle management team must be involved throughout the complete diversity project. In
addition, they must check whether this strategy is well adapted to its organisational structure
and if yes, it must be communicated to all the stakeholders and through all the channels.
As a part of the efforts, SingTel should strengthen its anti-discriminatory policies as
considering the survey in a Harvard Business Review, 75% of respondents bring into being
that superficial language and policies were inadequate to really introduce real change
(Glaveski, 2019). Furthermore, strengthening anti-discriminatory policies and leadership
commitment is also critical as every company is different and to gain success in the industry
environment, one must rely upon a tailored approach. Meanwhile, SingTel can also
encourage opportunities with eradicating bias in the evaluation process as there can be a big
harm to the enterprise if much of company practices including racism, ageism and sexism left
unchecked. To achieve this objective of diversity management strategy, SingTel could re-
design job processes while developing a transparent and blind system and setting up diversity
goals so as to track the progress. At the end, it will results in increased creativity, better
decisions making, faster problem solving and high employee engagement.
Redefining HR department roles and responsibilities can also be a part of SingTel diversity
management strategy as it will help in avoiding pigeonholing people and it can be well
managed at the time of employee training sessions (Konstantinou, 2015). However, it can
only prevent a diverse workforce from functioning effortlessly as peoples from any culture
could show dislike to be pigeonholed. This strategy will further be supported if it has been
followed with a top-down way and the corporate leaders or CEO directs the way and finally,

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to offer training to all the workforce so that makes them ready to embrace inclusion for long
way achievement. Ultimately, mentioning diversity in the workplace help SingTel to get a
positive response from both internal and external environment and in relation to various
stakeholders, customer groups and industry forces. In addition, to achieve the vision and
mark the position in this modern world, SingTel must need a diverse team (usually make
better decisions) and culture.
The style of the leader in the organisation
An interest in the psychology of leadership has amplified over past several decades and with
introduction of diverse leadership theories and roles. Former leadership models mainly
concentrated on what attributes distinguish between followers and leaders, however, it has
now being emerged to look at the other variables too like situational aspects and personnel
capability and skill set (Lord et al, 2017). Some of the major theories that were presented in
the class and emerged with time comprise, - great man theories, trait theories, contingency
theories, situational theories, behavioural theories and participative theories.
In relation with SingTel, one of the prominent and senior people in the organisation is Chua
Sock Kong representing as Group Chief Executive Officer appointed back in the year 2007.
Being a CEO, she has taken complete responsibility for the Group businesses in all the
countries. In relation to her qualification, Sock Koong holds a Bachelor of Accountancy
(First Class Honours) from the University of Singapore (singtel.com, 2020a). She is the best
place both in terms of experience (connect with SingTel in 1989 as Treasurer prior to
becoming CFO in 1999, also holds the position of Group CFO and CEO, International from
February 2006 to October 2006) and potential, to offer leadership for the SingTel Group
going forward. The chairman of SingTel also has stated that the company is extremely
fortunate to have a leader like Sock Kong’s and with her proven strong leadership and

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financial capabilities, she is well directed to attain the long-time vision of the organisation–
“to be Asia Pacific best communication Technology Company”.
Todays, Singapore Telecom is known to be world fastest growing cellular carriers (Lin et al,
2016) and as the biggest mobile operator in Singapore. Undoubtedly, the drive of SingTel
success is because of its CEO Chua Sock Koong who has showcased her success as a leader
through the various stages of the businesses and her goals for the business moved from being
the biggest (CFO to CEO) to be the best – underlining excellence at each level. In relation
with the path goal theory, it examines how situational factors define what kind of leadership
is essential so as to increase employee job contentment and efforts they devote into the work.
Path goal theory relies upon the four pillars of leadership effectiveness - participative,
directive, supportive or achievement oriented and Chua Sock Koong has successfully
adjusted this leadership style to fill in what is missing in the current task or work setting. In
relation to the first pillar as directive leadership, Owens and Hekman (2016) stated that a
leader should be able to inform its teams and group on what is expected from them and may
show them path while tackling different situations. Chua Sock Koong stated that a good
leader is like a good sporting coach who can say to their player they can improved than they
already have and one should go for their job that offers well experience rather than those that
will pay the first million (smartcompany.com.au, 2016).
The next pillar is the supportive leadership where leaders develop a friendly environment
while taking care of the needs of subordinates as well as showing concern for their welfare.
In 2016, Koong has consistently been fostered a proactive and collaborative partnership with
the UTES so as to lay a strong foundation with promoting the employee well-being,
facilitating their development and supports in corporate growth. In relation to the third pillar
of path goal theory, Koong called upon achievement-oriented leadership and it is well stated

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by Famakin and Abisuga (2016) that leaders must eliminate obstacles from their subordinate
paths so that to encourage them for achieving the goals at the highest level. Lastly, the fourth
pillar as participate leader defined as the leader involving team members in the decision
making process. All these pillars of path goal theory are used by Chua Sock Koong in
different situations in relation to the employee needs or particular task.
The next theory is transformational leadership that motivate employees to accept change with
development a corporate culture of ownership, responsibility and workplace independence.
In this leadership theory and style, leaders stimulate and encourage their employees to create
innovation and facilitate innovation while shaping the future success of the company. Chua
Sock Koong is outing great efforts to boost employee creative skills and make them work
towards the organisational vision. Taking an example, nearly S$ 45 million were invested by
the company to boost employee digital skills and make transform their roles relevant into the
digital economy (singtel.com, 2019).
Considering above facts and data, it can be said that Chua Sock Koong leadership style has
actually contributed to the organisational success. She has long encouraged an inclusive and
collaborative workplace and culture so as to sustain a competitive advantage while
encouraging every leader to mentor besides working within their own job role. In addition,
one of her exceptional achievements is that from the year 2010 to 2015, she raised the
company users from 350 million to 450 million, which represents about 6.5 per cent of the
total populace of world (Clyde, 2019). She has followed an ambitious growth strategy and
encourage employees to have global ambition and this made her receive world-wide and
continental recognition for her corporate leadership.
In addition, SingTel success can be further measured with its success towards digital
economy like the company take a lead in 5G technology last year when SingTel, Optus and

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Ericsson successfully made a 5G video call amid Australia and Singapore with using
augmented reality. Furthermore, the company pledge to deliver 1, 200 5G sites by the year
2020 (aws.singtel.com, 2019). Under the leadership guidance of Chua Sock Koong, SingTel
is also on a path of building financial service ecosystem across the regions and to realise this
mission, the company come up with Asia’s first cross-border mobile payment alliance. This
shows that Chua Sock Koong is preparing enterprise for a smart future with convergence of
technologies and diverse employee skills set. However, there will also be need for the
necessary training as well as platform to encourage employees’ individual goals in
synchronisation with organisational strategic objectives and ultimately leads to gain
competitive edge in the industry.
Conclusion
In the limelight of the above discussion, SingTel diversity management strategies and
leadership styles have been explored showing why it is one of the leading telecommunication
brands in Asia-Pacific region. In addition, the company is dedicated to developing sustainable
and long terms corporate growth with modelling positive transformation across the industry
while keeping abreast of rapid technology advancement and innovation. As a market leader,
it is the responsibility of a company to undertake a robust diversity management strategy
across all business regions and networks. To sustain its position and shape the
communication industry, the company at the end must work closely with all the stakeholders’
interest.
In addition, SingTel also found to be building an ecosystem of digital services under the
thoughts and leadership guidance of Chua Sock Koong whose leadership skills have helped
the company to leverage the strengths of all its employees so as to reach the pool of its
customer’s network. She showcases both participates and transformational leadership

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attributes that help the organisation to expand in the Asia Pacific region and both developing
and developed countries and it also had happened because of its employee collaborative
efforts.

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