Singapore was fortunate to have had pre-planned and orderly leadership succession, particularly for the role of prime minister, ever since Mr Lee Kuan Yew relinquished the top post in 1990. He set a statesmanlike tone in leaving, which was also reflected in the transition of power from Mr Goh Chok Tong to Prime Minister Lee Hsien Loong. Naturally, that is what many have grown to expect when the mantle is passed to the leader of the fourth generation (4G) team.
Theoretically, a timely, clean handover of power can nip in the bud potential rivalries, alignments and discomfiting public speculation. Asian history is replete with examples of both chaotic political transitions and prolonged stasis which can thwart renewal. Here, the baton is passed periodically to the next generation in a measured and seemingly uneventful way. There are no surprises because prospective successors are openly groomed and tested in the public arena. What is surprising now is that the process itself has generated much comment, as there's no indication yet who might lead when PM Lee takes a step back.
There is a sense that the question cannot be left unanswered for too long. After all, sweeping winds of change have appeared in several places in recent times, often from out of the blue. Oft-cited examples of political upstarts are American President Donald Trump and French President Emmanuel Macron, whose party En Marche was itself formed only a year before he swept into power. While Singaporeans are instinctively averse to topsy-turvy politics, long periods of political apprenticeship appear to be a luxury that this new generation of voters and leaders will not enjoy. Yet, given the uncertainty that has arisen in the face of major disruptions to industries, livelihoods and jobs all round, too much predictability in the path and direction a new leadership might take, while desirable to some, could also be questionable.
In the face of this, it is wise that there be no undue rush to anoint a successor. Leaders and voters alike need time to get to know more about each other to establish ties that will last through the challenges to come. Leaders in the 4G group need to be seen taking ownership of key policy initiatives, which will shape the future of the society they hope to lead. What is vital is the need to build the trust that people must have in the team as a whole. A few high-fliers alone will not help the team to win elections and raise the bar in a host of fields. Further, in an era of complex, interrelated and fast-evolving issues, Singapore needs a leadership team that is broad enough so that diverse opinions can be aired before key decisions are taken, keeping in mind the core principles that will best protect Singaporeans over the long term. This is why not only the calibre but also the cohesion of the team is critical.
