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
Overview
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)
Includes
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
Summary
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
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general cog. ability
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crystallized cog. ability
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motivation
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personality
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problem-solving skills
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social judgment skills
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knowledge Leadership Outcomes
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effective problem solving
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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
Personality
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
Performance
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?
Summary
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