Download - Session6 LD Skill Approch
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Leadership
Northouse, 5th edition
Session6- Skills Approach
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Overview
Skills Approach Perspective
Three-Skill Approach (Katz, 1955)
Skills-Based Model (Mumford, et al, 2000)
How Does the Skills Approach Work?
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Skills Approach Description
Leader-centered
perspective
Emphasis on skills
and abilities that
can be learnedand developed
Leadership skills -
The ability to use
ones knowledge
and competencies to
accomplish a set ofgoals and objectives
Perspective Definition
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Three-Skill Approach(Katz, 1955)
Technical Skill
Human Skill
Conceptual Skill
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Basic Administrative Skills Katz (1955)Management Skills Necessary at VariousLevels of an Organization
Leaders
need all threeskills but,
skill
importance
changes
based on
level of
management
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Technical Skill
Technical skill - having knowledge about andbeing proficient in a specific type of work or
activity.
Specialized competencies
Analytical ability
Use of appropriate tools and techniques
Technical skills involve hands-onability with aproduct or process
Most important at lowerlevels of management
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Human Skill
Human skillhaving knowledge about andbeing able to work with people.
Being aware of ones own perspective and othersperspectives at the same time
Assisting group members in working cooperatively to
achieve common goals
Creating an atmosphere of trust and empowerment of
members
Important at alllevels of the organization
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Conceptual Skill
Conceptual skill - the ability to do the mentalwork of shaping meaning of organizational policyor issues (what company stands for and where itsgoing)
Works easily with abstractionandhypothetical notions
Central to creating and articulating a visionandstrategic planfor an organization
Most important at topmanagement levels
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Skills-Based Model
Skills Model Perspective
Skills-Based Model Competencies
Individual Attributes
Leadership Outcomes Career Experiences
Environmental Influences
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Skills Model Description(Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000)
Research studies (1990s)
goal: to identify theleadership factors thatcreate exemplary jobperformance in anorganization
Emphasizes thecapabilitiesthat makeeffective leadershippossible rather than whatleaders do
Perspective Skills-Based Modelof Leadership
Capability model-Examines relationship
between a leaders
knowledge & skills & the
leaders performanceSuggests many people
have the potential for
leadership
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Skills Model
Three Components of the Skills Model
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Competency Skills
Competencies
Problem Solving Social Judgment Knowledge
Creative ability tosolve new/unusual,
ill-definedorganizationalproblems
Capacity tounderstand people
and social systems- Perspective taking
- Social perceptiveness
- Behavioral flexibility
- Social performance
The accumulationof information & the
mental structures toorganize theinformation
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Individual Attributes
IndividualAttributes
General CognitiveAbility
Persons intelligence- Perceptual processing
- Information processing
- General reasoning
- Creative & divergent
thinking
- Memory
Intellectualability learnedor acquired
over time
CrystallizedCognitive Ability
Motivation Personality
Three aspects ofmotivation
- Willingness
- Dominance
- Social good
Anycharacteristicthat helps people
cope withcomplexorganizationalsituations isprobably relatedto leader
performance
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Leadership Outcomes
LeadershipOutcomes
Problem Solving Performance
Criteria = originality & quality ofsolutions to problem situations goodproblem solving involves creating
solutions that are:- Logical
- Effective
- Unique
- Go beyond given information
Degree to which aleader has successfullyperformed his/her
assigned duties
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Skills Model
Skills Model of Leadership
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Career Experiences
CareerExperiences
ChallengingAssignments
Mentoring AppropriateTraining
Hands-onExperience with
Novelty
Experience gained during career influencesleaders knowledge & skills to solve complex
problems Leaders learn and develop higher levels of
conceptual capacity if they progressively confrontmore complex and long-term problems as theyascend the organizational hierarchy
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Environmental Influences
EnvironmentalInfluences
FactorsOutside of Leaders
Control
Factors in a leaders situation that lie outside of
the leaders competencies, characteristics, andexperiences
Outdated technology
Subordinates skill levels
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How Does the SkillsApproach Work?
Focus of Skills Approach
Strengths
Criticisms Application
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Skills Approach
Focus is primarily
descriptive it
describesleadership from
skills perspective
Provides structure
for understanding
the nature of
effective leadership
Katz (1955)suggestsimportance of particularleadership skills varies
depending where leadersreside in managementhierarchy
Mumford et al. (2000)
suggest leadershipoutcomes are direct resultof leaders skilledcompetency in problemsolving, social judgment &
knowledge
Focus Principal ResearchPerspectives
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Strengths
First approach to conceptualize and create a
structureof the process of leadership aroundskills
Describing leadership in terms of skills makes
leadership available to everyone
Provides an expansive viewof leadership that
incorporates wide variety of components (i.e.,problem-solving skills, social judgment skills)
Provides a structure consistentwith leadershipeducation programs
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Criticisms
Breadth of the skills approach appearsto extendbeyond the boundaries ofleadership, making it more general,lessprecise
Weak in predictive value; does notexplain howskills lead to effective
leadership performanceSkills model includes individual
attributes that are trait-like
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Application
The Skills Approach provides a way todelineate the skills of a leader
It is applicable to leaders at all levels withinthe organization
The skills inventory can provide insights intothe individuals leadership competencies
Test scores allow leaders to learn aboutareas in which they may wish to seek furthertraining