THE Civil Aviation Authority of Fiji (CAAF) is relatively new to Leadership Fiji but in a short time, the program already has its mark on how the authority develops its people and navigates the demands of a complex regulatory environment.
In an interview with CAAF’s chief executive officer, Theresa Levestam, she said her participation in the inaugural 2024 Executive Leadership cohort came at a pivotal time, equipping her with the adaptive mindset needed to steer the organisation through one of its most testing periods, despite CAAF having had no prior engagement with the program.
From weathering social media storms to maintaining staff morale during a period of intense public scrutiny, the program’s emphasis on service and strategic thinking has shaped how Ms Levestam approaches leadership.
Speaking about her experience as part of the 2024 inaugural Executive Leadership cohort, Ms Levestam reflected on a partnership that has reshaped how she understands her organisation’s purpose, not merely as a regulator, but as an institution in service to the nation.
The relationship between CAAF and Leadership Fiji was sparked by a visit from Sharyne Fong, the CEO of Leadership Fiji, in 2024. Despite having had little engagement with the organisation in the past, Ms Levestam accepted an invitation to the inaugural Executive Leadership Programme with the blessing of the CAAF Board.
“I saw the benefit that such type of training where peer learning, exposure to the various industries could do for a person in an organisation and how they can come through as a better leader,” Ms Levestam said.
For a leader shaped by a technical aviation background, that transition, from the certainty of expertise to the ambiguity of leadership, was both necessary and transformative.
Technical problems have defined solutions. Leadership does not. It demands a mindset capable of framing decisions strategically, communicating with clarity, and adapting as the world shifts beneath you.
That conviction has translated into institutional investment.
Following Ms Levestam’s participation, CAAF’s human capital manager joined the 2025 Leadership Fiji cohort while approximately 10 other staff members have participated in short courses facilitated by Leadership Fiji in Nadi.
“The development of leadership is very important. At the end of the day, the leader or the leaders are the captain of the ship of that particular organisation. Ensuring that you’re continuously growing, you’re building your capacity in this area is very, very important.”
The true test of this training arrived in 2025, a year Ms Levestam describes as a challenging one for the organisation.
CAAF found itself at the centre of intense negative publicity on social media. Due to the confidential nature of regulatory findings, the organisation was unable to respond to the public in the way many demanded.
The impact on staff morale was harsh. Yet it was the grounding from her Leadership Fiji training that gave Ms Levestam the tools to lead through the noise, and to keep the organisation focused on what mattered.
She said the training provided the clarity needed to refocus the organisation during that difficult period, shifting attention away from the noise and back to purpose. The goal was to remind CAAF’s officers not simply of what they were doing, but of why it mattered.
“Being able to quiet out the noise, focusing on what we were supposed to be doing; ensuring compliance and ensuring that we did it fairly, and above everything else, safely.”
During this period, the connections forged within the Leadership Fiji network provided an invaluable sounding board. Rather than engaging in public rebuttals, CAAF shifted its communications strategy; using evergreen content to educate the public on technical requirements and the rationale behind regulatory compliance.
Ms Levestam believes that at the heart of CAAF’s engagement with Leadership Fiji is a commitment to purposeful service. Staff are nominated for the program through succession planning, identifying those who have shown not just capability, but the heart to make a genuine difference.
That ethos was on display in the human capital manager’s community project as part of her Leadership Fiji participation last year.
As Leadership Fiji celebrates its 25th anniversary, Ms Levestam’s message to other organisations considering the program is straightforward.
“Leadership Fiji provides a platform for three key things; thinking outside the box, the ability to connect through peer learning, and the clarity of communication.”
“Leadership isn’t just a role; it’s a service, it’s a responsibility to the people that you are serving.”
“Fiji needs leaders who understand the history, its challenges, and its potential, and Leadership Fiji provides all of this.”
