Chpt 3 Skills[1]
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills ApproachSkills ApproachSkills ApproachSkills Approach
LeadershipLeadershipTheory and Practice, Theory and Practice, 3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.
William Kritsonis, PhDWilliam Kritsonis, PhDPresenterPresenter
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
OverviewOverviewOverviewOverview• Skills Approach Perspective
• Three-Skill Approach
• Skills-Based Model
• How Does the Skills Approach Work?
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills Approach DescriptionSkills Approach DescriptionSkills Approach DescriptionSkills Approach Description
• Leader-centered perspective
• Emphasis on skills and abilities that can be acquired and developed
• Leadership Leadership skillsskills - The ability to use one’s knowledge and competencies to accomplish a set of goals and objectives
PerspectivPerspectivee
PerspectivPerspectivee
DefinitionDefinitionDefinitionDefinition
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Three-Skill Three-Skill ApproachApproachThree-Skill Three-Skill ApproachApproach
• Technical Skill
• Human Skill
• Conceptual Skill
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Basic Administrative SkillsBasic Administrative SkillsKatz (1995)Katz (1995)
Basic Administrative SkillsBasic Administrative SkillsKatz (1995)Katz (1995)
Technical Skills Technical Skills (things)(things)
Human Skills Human Skills (people)(people)
(ideas)(ideas) Conceptual Skills Conceptual Skills
ManagerManager DirectorDirector VPVP Exec VPExec VP CEOCEO
Level of Skill Needed
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Technical SkillTechnical SkillTechnical SkillTechnical Skill• Technical skillTechnical skill - is having knowledge about and
being proficient in a specific type of work or activity.– Specialized competencies– Analytical ability– Capability to use appropriate tools and techniques
• Technical skills involve hands-onhands-on ability with a product or process
• Most important at lowerlower levels of management
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Human SkillHuman SkillHuman SkillHuman Skill
• Human skillHuman skill - is having knowledge about and being able to work with people.– Awareness of one’s own perspective and others’ perspectives at
the same time– People skills allow a leader to assist group members in working
cooperatively to achieve common goals– Creates an atmosphere of trust where members feel they can
become involved and impact decisions in the organization– Important at all levels of the organization
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Conceptual SkillConceptual SkillConceptual SkillConceptual Skill• Conceptual skillConceptual skill - the ability to do the mental
work of shaping the meaning of organizational policy or issues (what the company stands for and where it’s going)– Works easily with abstractionabstraction and hypothetical notionshypothetical notions– Central to creating and articulating a visionvision and strategic strategic
planplan for an organization– Most important at top top management levels
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills-Based Skills-Based ModelModel
Skills-Based Skills-Based ModelModel
• Skills Model Perspective
• Skills-Based Model– Competencies– Individual Attributes– Leadership Outcomes– Career Experiences– Environmental Influences
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills Model DescriptionSkills Model DescriptionMumford, Zaccaro, Harding, Owen Jacobs, & Mumford, Zaccaro, Harding, Owen Jacobs, &
Fleishman (2000)Fleishman (2000)
Skills Model DescriptionSkills Model DescriptionMumford, Zaccaro, Harding, Owen Jacobs, & Mumford, Zaccaro, Harding, Owen Jacobs, &
Fleishman (2000)Fleishman (2000)
• Research studies (1990s) goal: to identify the leadership factors that create exemplary job performance in an organization
• Emphasizes the capabilitiescapabilities that make effective leadership possible rather than what leaders dodo
PerspectivPerspectivee
PerspectivPerspectivee
Skills-Based Skills-Based Model of Model of
LeadershipLeadership
Skills-Based Skills-Based Model of Model of
LeadershipLeadership• Capability modelCapability model - Examines relationship between a leader’s knowledge, skills, & performance
• Suggests many people have the potential for leadership
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills Model of LearningSkills Model of LearningSkills Model of LearningSkills Model of Learning
General CognitiveGeneral CognitiveAbilitiesAbilities
CrystallizedCrystallizedCognitive AbilitiesCognitive Abilities
MotivationMotivation
PersonalityPersonality
Problem-Problem-SolvingSolvingSkillsSkills
SocialSocialJudgmentJudgment
SkillsSkills
KnowledgeKnowledge
EffectiveEffectiveProblem SolvingProblem Solving
PerformancePerformance
Career ExperienceCareer Experience
Environmental InfluencesEnvironmental Influences
IndividualIndividualAttributesAttributes CompetenciesCompetencies
LeadershipLeadershipOutcomesOutcomes
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Competency SkillsCompetency SkillsCompetency SkillsCompetency Skills
CompetenciesCompetencies
Problem SolvingProblem Solving Social JudgmentSocial Judgment KnowledgeKnowledge
• Creative ability to solveCreative ability to solve novel, ill-definednovel, ill-defined organizational problemsorganizational problems
• Capacity to understandCapacity to understand people and social systemspeople and social systems - - Perspective takingPerspective taking
- Social perceptiveness- Social perceptiveness
- Social performance- Social performance
• The accumulation ofThe accumulation of information & the mentalinformation & the mental structures to organize thestructures to organize the informationinformation
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Individual AttributesIndividual AttributesIndividual AttributesIndividual AttributesIndividual Individual AttributesAttributes
General CognitiveGeneral CognitiveAbilityAbility
• Person’s intelligencePerson’s intelligence - - Perceptual processingPerceptual processing
- Information processing- Information processing
- General reasoning- General reasoning
- Creative & divergent - Creative & divergent
thinkingthinking
- Memory- Memory
• Intellectual abilityIntellectual ability learned or acquiredlearned or acquired over timeover time
CrystallizedCrystallizedCognitive AbilityCognitive Ability
MotivationMotivation PersonalityPersonality
• Three aspects ofThree aspects of motivationmotivation- - WillingnessWillingness
- Dominance- Dominance
- Social good- Social good
• Any characteristicAny characteristic that helps peoplethat helps people cope with complexcope with complex organizationalorganizational situations is situations is probably related to probably related to leader performanceleader performance
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Leadership OutcomesLeadership OutcomesLeadership OutcomesLeadership OutcomesLeadershipLeadershipOutcomesOutcomes
Problem SolvingProblem Solving PerformancePerformance
• Originality & quality ofOriginality & quality of solutions to problemsolutions to problem situationssituations - Logical- Logical
- Effective- Effective
- Unique- Unique
- Go beyond give information- Go beyond give information
• Degree to which a leader hasDegree to which a leader has successfully performed his/hersuccessfully performed his/her assigned dutiesassigned duties
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Career ExperiencesCareer ExperiencesCareer ExperiencesCareer ExperiencesCareerCareer
ExperiencesExperiences
ChallengingChallengingAssignmentsAssignments
• Experience gained during career influences leader’s knowledge & skills toExperience gained during career influences leader’s knowledge & skills to
solve complex problemssolve complex problems
• Leaders learn and develop higher levels of conceptual capacity if theyLeaders learn and develop higher levels of conceptual capacity if they
progressively confront more complex and long-term problems as they ascendprogressively confront more complex and long-term problems as they ascend
the organizational hierarchythe organizational hierarchy
MentoringMentoringAppropriateAppropriate
TrainingTraining
Hands-onHands-on Experience WithExperience With
NoveltyNovelty
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Environmental InfluencesEnvironmental InfluencesEnvironmental InfluencesEnvironmental Influences EnvironmentalEnvironmental
InfluencesInfluences
• Factors in a leader’s situation that lie outsideFactors in a leader’s situation that lie outside
of the leader’s competencies, characteristics, andof the leader’s competencies, characteristics, and
experiencesexperiences
-- Outdated technologyOutdated technology
- Subordinates’ skill inadequacies- Subordinates’ skill inadequacies
FactorsFactorsOutside of Leader’sOutside of Leader’s
ControlControl
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
HowHow Does the Does the Skills Skills
Approach Approach Work?Work?
HowHow Does the Does the Skills Skills
Approach Approach Work?Work?• Focus of Skills Approach
• Strengths
• Criticisms
• Application
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
Skills ApproachSkills ApproachSkills ApproachSkills Approach
• Focus is primarily descriptivedescriptive - Describes leadership from a skills perspective
• Provides a structure for understanding the nature of effective leadership
• Katz (1995)Katz (1995) suggests importance of particular leadership skills varies depending where leaders reside in a management hierarchy
• Mumford et al. (2000)Mumford et al. (2000) suggest leadership outcomes are a direct result of a leader’s skilled competency in problem solving, social judgment & knowledge
FocusFocusFocusFocus Principal Research Principal Research PerspectivesPerspectives
Principal Research Principal Research PerspectivesPerspectives
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
StrengthsStrengthsStrengthsStrengths
• First approach to conceptualize and create a structure structure of the process of leadership around skills
• Describing leadership in terms of skills makes it available to available to everyoneeveryone
• Provides an overarching viewoverarching view of leadership that incorporates a variety of components (i.e., problem-solving skills, social judgment skills)
• Provides a structure consistentconsistent with leadership education programs
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
CriticismsCriticismsCriticismsCriticisms
• Breadth of the skills approach appears to extend extend beyond the boundaries of leadership
• Skills model is weak in predictivepredictive value
• Skills model is partially trait-driventrait-driven
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Chapter 3 -Skills ApproachChapter 3 -Skills Approach
© 2003 Jan KriegerSAGESAGE Publications Publications
ApplicationApplicationApplicationApplication
• The Skills Approach provides a way to delineate the skills of a leader
• It is applicable to leaders at all levels within the organization
• The skills inventory can provide insights into the individual’s leadership competencies
• Test scores allow leaders to learn about areas in which they may wish to seek further training