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Chapter 3 - Skills Approach
Leadership
Northouse, 4 th edition
Chapter 3 - Skills Approach
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Chapter 3 - Skills Approach
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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Chapter 3 - Skills Approach
Skills Approach Description
Leader-centeredperspectiveEmphasis on skillsand abilities that
can be learnedand developed
Leadership skills - Theability to use onesknowledge andcompetencies to
accomplish a set ofgoals and objectives
Perspective Definition
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Chapter 3 - Skills Approach
Three-Skill Approach(Katz, 1955)
Technical Skill Human Skill Conceptual Skill
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Chapter 3 - Skills Approach
Technical Skill
Technical skill - having knowledge about andbeing proficient in a specific type of work oractivity. Specialized competencies Analytical ability Capability to use appropriate tools and techniques
Technical skills involve hands-on ability with aproduct or process
Most important at lower levels of management
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Chapter 3 - Skills Approach
Skills-Based Model Skills Model Perspective
Skills-Based Model Competencies Individual Attributes
Leadership Outcomes Career Experiences Environmental Influences
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Chapter 3 - Skills Approach
Skills Model Description(Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000)
Research studies (1990s)
goal: to identify theleadership factors thatcreate exemplary jobperformance in anorganization
Emphasizes thecapabil i t ies that makeeffective leadershippossible rather than whatleaders d o
Perspective Skills-Based Modelof Leadership
Capabi l ity m od el -Examines relationshipbetween a leadersknowledge & skills & the
leaders performance Suggests many peoplehave the potential forleadership
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Chapter 3 - Skills Approach
Skills Model
Three Com po nents o f the Sk i l ls Mod el
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Chapter 3 - Skills Approach
Competency Skills
Competencies
Problem Solving Social Judgment Knowledge
Creative ability tosolve new/unusual,ill-definedorganizationalproblems
Capacity tounderstand people
and social systems- Perspec t ive tak ing
- Social perceptiv eness
- Behavio ral f lexib il i ty
- Social per form ance
The accumulationof information & the
mental structures toorganize theinformation
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Chapter 3 - Skills Approach
Individual Attributes
IndividualAttributes
General Cognitive Ability
Persons intelligence - Percep tual p rocess ing
- In fo rm ation p rocess ing
- General reason ing
- Creative & div ergent
th in k in g
- Memory
Intellectualability learnedor acquired
over time
CrystallizedCognitive Ability Motivation Personality
Three aspects ofmotivation
- Wil l ingness
- Dom inance
- Soc ia l good
Anycharacteristicthat helps people
cope withcomplexorganizationalsituations isprobably relatedto leaderperformance
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Chapter 3 - Skills Approach
Leadership OutcomesLeadershipOutcomes
Problem Solving Performance
Criteria = originality & quality ofsolutions to problem situations goodproblem solving involves creating
solutions that are:- Lo gic al
- Effective
- Uniq ue
- Go beyond g iven in fo rmat ion
Degree to which aleader has successfullyperformed his/her
assigned duties
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Chapter 3 - Skills Approach
Career Experiences
CareerExperiences
ChallengingAssignments Mentoring
AppropriateTraining
Hands-onExperience WithNovelty
Experience gained during career influencesleaders knowledge & skills to solve complex
problems Leaders learn and develop higher levels ofconceptual capacity if they progressively confrontmore complex and long-term problems as theyascend the organizational hierarchy
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Chapter 3 - Skills Approach
How Does the SkillsApproach Work?
Focus of Skills Approach Strengths
Criticisms Application
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Chapter 3 - Skills Approach
Skills Approach
Focus is primarilydescr ip t ive it
describesleadership fromskills perspectiveProvides structurefor understandingthe nature ofeffective leadership
Katz (1955) suggestsimportance of particularleadership skills variesdepending where leadersreside in managementhierarchyMumford et al. (2000)
suggest leadershipoutcomes are direct resultof leaders skilledcompetency in problemsolving, social judgment &
knowledge
Focus Principal ResearchPerspectives
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Chapter 3 - Skills Approach
Strengths
First approach to conceptualize and create as t ruc tu re of the process of leadership aroundskillsDescribing leadership in terms of skills makesleadership available to everyo neProvides an expans ive view of leadership that
incorporates wide variety of components (i.e.,problem-solving skills, social judgment skills)Provides a structure cons i s ten t with leadershipeducation programs
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Chapter 3 - Skills Approach
Criticisms
Breadth of the skills approach appearsto extend beyond the boundaries ofleadership, making it more general/lesspreciseWeak in predictive value; does notexplain h o w skills lead to effective
leadership performanceSkills model includes individualattributes that are trait-l ike
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Chapter 3 - Skills Approach
ApplicationThe Skills Approach provides a way todelineate the skills of a leaderIt is applicable to leaders at all levels withinthe organizationThe skills inventory can provide insights intothe individuals leadership competencies Test scores allow leaders to learn aboutareas in which they may wish to seek furthertraining
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