Skills Approach

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Transcript Skills Approach

Skills Approach

AGED 3153

Thought of the day…

Leadership has a harder job to do than just choose sides. It must bring sides together.

~Jesse Jackson


 Defining skills  Skills approach perspective  Three-skill approach  Skills-based model  How the skills approach works

Defining Skills

Leadership Skills

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

Technical Skills

 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.

Human Skills

 Having knowledge about & being able to work with people   Important at all levels.

Conceptual Skills:

 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.

Skills Model

 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.

Skills Model

 Questions included  What accounts for why some leaders are good problem solvers and other are not?

 What specific skills do high-performing leaders exhibit?

 Capability model

5 components of Skill Model

 

Individual attributes Competencies

 

Leadership outcomes Career Experiences

Environmental influences

Skills Model Individual Attributes Competencies

general cog. ability

crystallized cog. ability



problem-solving skills

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

Social judgment

 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.

Leadership Outcomes

Effective problem solving

 originality & quality of solutions Logical, effective, unique and go beyond the problem


 how well the leader has done her/his job.

 positive evaluations

Career Experiences

 

Influence knowledge/skills

Improved by:  challenging job assignments    mentoring appropriate training hands-on experience

Environmental influences

 

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