Transcript Skills Approach
Thought of the day…
Leadership has a harder job to do than just choose sides. It must bring sides together.
Defining skills Skills approach perspective Three-skill approach Skills-based model How the skills approach works
Skills Approach Description
Skills can be acquired Can train and develop them Katz “skills of an effective administrator” Harvard Business Review, 1955 Three-skill approach Mumford and colleagues 1990s studies brought recognition of skills approach
Three-Skill Approach (Katz)
skills skills skills Leaders need all
Having knowledge about & being proficient in a specific type of work or activity Essential role in producing actual products Most important at lower management levels.
Having knowledge about & being able to work with people Important at all levels.
Abilities to work with ideas & concepts Central to creating a vision & strategic plan for an organization Most important at upper management levels.
Management Skills Necessary Skills Needed technical human conceptual technical human conceptual technical human conceptual
Skills: use of one’s knowledge and competencies Skills can be acquired Three skill approach Technical hands-on Human people Conceptual vision/ ideas
For next class…
Complete the Skills Inventory on page 65 of Northouse.
Be prepared to discuss results in class.
Mumford and colleagues U.S. Army and Department of Defense 1990s Develop a comprehensive theory of leadership new measures & tools were used assessed skills, experiences and work situations.
Questions included What accounts for why some leaders are good problem solvers and other are not?
What specific skills do high-performing leaders exhibit?
5 components of Skill Model
Individual attributes Competencies
Leadership outcomes Career Experiences
Skills Model Individual Attributes Competencies
general cog. ability
crystallized cog. ability
social judgment skills
knowledge Leadership Outcomes
effective problem solving
performance Career Experiences Environmental Influence
Individual Attributes General cognitive ability
“person’s intelligence” linked to biology not experience
Crystallized cognitive ability
“acquired intelligence” linked to experience doesn’t diminish in adulthood
Individual Attributes Motivation
Leaders must be: willingness dominance social good
Impacts development of your leadership skills.
Related to leader performance.
Competency Skills Problem solving
creative ability to solve new & unusual organizational problems
capacity to understand people & social systems perspective taking social perceptiveness, behavioral flexibility social performance
Competency Skills Knowledge
accumulation of information & mental structures used to organize info.
Effective problem solving
originality & quality of solutions Logical, effective, unique and go beyond the problem
how well the leader has done her/his job.
Improved by: challenging job assignments mentoring appropriate training hands-on experience
Lie outside the leader’s
competencies characteristics experiences Outside the leader’s control
What strengths of the skills approach make it acceptable to you?
What weaknesses of the skill approach do you see?
How can we apply this approach?
Mumford and Colleagues study Competencies are the core Leadership outcomes are results Individual attributes, career experiences and environmental factors all play role Skill approach is leader-centered Provides skill set necessary for effective leadership Doesn’t clearly explain impact of different skill levels Important for leadership development