Signal-reading capacity does not develop in one place or at one level. It requires the leader to be sufficiently present to themselves to receive signals through the body and through values-dissonance. It requires the relational field between people to be open enough that signals can travel honestly. It requires the team to have recurring structures for collective noticing. And it requires the organisation to have created the conditions in which all of this can take root.
Remove any one level and the capacity becomes fragile under pressure. Signal-reading requires the leader to be present to themselves, the relational field to be open, the team to have structures for collective noticing, and the organisation to provide safety, time, and valued attention.