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    Skills Approach: Theory and Practice, 3/e

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    Amit Maisuriya
    The document discusses the skills approach leadership theory. It describes the perspective that leadership involves three main skills: technical, human, and conceptual skills. It also explains a skills-based model of leadership that identifies competencies, attributes, outcomes, experiences, and influences that relate to effective leadership.

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    Skills Approach: Theory and Practice, 3/e

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    Amit Maisuriya
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    The document discusses the skills approach leadership theory. It describes the perspective that leadership involves three main skills: technical, human, and conceptual skills. It also explains a skills-based model of leadership that identifies competencies, attributes, outcomes, experiences, and influences that relate to effective leadership.

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    The document discusses the skills approach leadership theory. It describes the perspective that leadership involves three main skills: technical, human, and conceptual skills. It also explains a skills-based model of leadership that identifies competencies, attributes, outcomes, experiences, and influences that relate to effective leadership.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    70 views21 pages

    Skills Approach: Theory and Practice, 3/e

    Uploaded by

    Amit Maisuriya
    The document discusses the skills approach leadership theory. It describes the perspective that leadership involves three main skills: technical, human, and conceptual skills. It also explains a skills-based model of leadership that identifies competencies, attributes, outcomes, experiences, and influences that relate to effective leadership.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 21

    Chapter 3 -Skills Approach

    Skills Approach
    Leadership Theory and Practice, 3/e
    Peter G. Northouse, Ph.D. William Kritsonis, PhD Presenter

    SAGE Publications

    2003 Jan Krieger

    Chapter 3 -Skills Approach

    Overview
    Skills Approach Perspective Three-Skill Approach Skills-Based Model How Does the Skills Approach Work?

    SAGE Publications

    2003 Jan Krieger

    Chapter 3 -Skills Approach

    Skills Approach Description


    Perspective Definition

    Leader-centered perspective Emphasis on skills and abilities that can be acquired and developed
    SAGE Publications

    Leadership skills - The


    ability to use ones knowledge and competencies to accomplish a set of goals and objectives
    2003 Jan Krieger 3

    Chapter 3 -Skills Approach

    Three-Skill Approach
    Technical Skill Human Skill Conceptual Skill

    SAGE Publications

    2003 Jan Krieger

    Chapter 3 -Skills Approach

    Basic Administrative Skills Katz (1995)


    Level of Skill Needed
    (ideas) Conceptual Skills

    Human Skills (people) Technical Skills (things)


    Manager Director VP Exec VP CEO

    SAGE Publications

    2003 Jan Krieger

    Chapter 3 -Skills Approach

    Technical Skill
    Technical 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-on ability with a product or process Most important at lower levels of management
    SAGE Publications
    2003 Jan Krieger 6

    Chapter 3 -Skills Approach

    Human Skill
    Human skill - is having knowledge about
    and being able to work with people.
    Awareness of ones 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
    SAGE Publications
    2003 Jan Krieger 7

    Chapter 3 -Skills Approach

    Conceptual Skill
    Conceptual skill - the ability to do the
    mental work of shaping the meaning of organizational policy or issues (what the company stands for and where its going)
    Works easily with abstraction and hypothetical notions Central to creating and articulating a vision and strategic plan for an organization Most important at top management levels
    SAGE Publications
    2003 Jan Krieger 8

    Chapter 3 -Skills Approach

    Skills Model Perspective Skills-Based Model

    Skills-Based Model

    Competencies Individual Attributes Leadership Outcomes Career Experiences Environmental Influences


    SAGE Publications
    2003 Jan Krieger 9

    Chapter 3 -Skills Approach

    Skills Model Description


    Mumford, Zaccaro, Harding, Owen Jacobs, & Fleishman (2000)
    Perspective
    Research studies (1990s) goal: to identify the leadership factors that create exemplary job performance in an organization Emphasizes the capabilities that make effective leadership possible rather than what leaders do
    SAGE Publications

    Skills-Based Model of Leadership


    Capability model Examines relationship between a leaders knowledge, skills, & performance Suggests many people have the potential for leadership

    2003 Jan Krieger

    10

    Chapter 3 -Skills Approach

    Skills Model of Learning


    Individual Attributes
    General Cognitive Abilities Crystallized Cognitive Abilities Motivation Personality

    Competencies
    Problem-Solving Skills Social Judgment Skills Knowledge

    Leadership Outcomes
    Effective Problem Solving

    Performance

    Career Experience Environmental Influences


    SAGE Publications
    2003 Jan Krieger 11

    Chapter 3 -Skills Approach

    Competency Skills
    Competencies

    Problem Solving

    Social Judgment

    Knowledge

    Creative ability to solve Capacity to understand The accumulation of novel, ill-defined people and social systems information & the mental organizational problems - Perspective taking structures to organize the information - Social perceptiveness - Social performance

    SAGE Publications

    2003 Jan Krieger

    12

    Chapter 3 -Skills Approach

    Individual Attributes
    Individual Attributes
    General Cognitive Ability Crystallized Cognitive Ability

    Motivation
    Three aspects of motivation - Willingness - Dominance - Social good

    Personality
    Any characteristic that helps people cope with complex organizational situations is probably related to leader performance

    Persons intelligence Intellectual ability - Perceptual processing learned or acquired - Information processing over time - General reasoning - Creative & divergent thinking - Memory
    SAGE Publications

    2003 Jan Krieger

    13

    Chapter 3 -Skills Approach

    Leadership Outcomes
    Leadership Outcomes

    Problem Solving
    Originality & quality of solutions to problem situations - Logical

    Performance
    Degree to which a leader has successfully performed his/her assigned duties

    - Effective
    - Unique - Go beyond give information

    SAGE Publications

    2003 Jan Krieger

    14

    Chapter 3 -Skills Approach

    Career Experiences
    Career Experiences
    Challenging Assignments Appropriate Training Hands-on Experience With Novelty

    Mentoring

    Experience gained during career influences leaders knowledge & skills to

    solve complex problems Leaders learn and develop higher levels of conceptual capacity if they progressively confront more complex and long-term problems as they ascend the organizational hierarchy
    SAGE Publications

    2003 Jan Krieger

    15

    Chapter 3 -Skills Approach

    Environmental Influences
    Environmental Influences
    Factors Outside of Leaders Control

    Factors in a leaders situation that lie outside of the leaders competencies, characteristics, and

    experiences
    - Outdated technology - Subordinates skill inadequacies
    SAGE Publications
    2003 Jan Krieger 16

    Chapter 3 -Skills Approach

    How Does the Skills Approach Work?


    Focus of Skills Approach Strengths Criticisms Application
    SAGE Publications
    17

    2003 Jan Krieger

    Chapter 3 -Skills Approach

    Skills Approach
    Focus Focus is primarily descriptive - Describes leadership from a skills perspective Provides a structure for understanding the nature of effective leadership Principal Research Perspectives Katz (1995) suggests importance of particular leadership skills varies depending where leaders reside in a management hierarchy Mumford et al. (2000) suggest leadership outcomes are a direct result of a leaders skilled competency in problem solving, social judgment & knowledge
    2003 Jan Krieger 18

    SAGE Publications

    Chapter 3 -Skills Approach

    Strengths
    First approach to conceptualize and create a structure of the process of leadership around skills Describing leadership in terms of skills makes it available to everyone Provides an overarching view of leadership that incorporates a variety of components (i.e., problemsolving skills, social judgment skills) Provides a structure consistent with leadership education programs
    SAGE Publications
    2003 Jan Krieger 19

    Chapter 3 -Skills Approach

    Criticisms
    Breadth of the skills approach appears to extend beyond the boundaries of leadership Skills model is weak in predictive value Skills model is partially trait-driven

    SAGE Publications

    2003 Jan Krieger

    20

    Chapter 3 -Skills Approach

    Application
    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 individuals leadership competencies Test scores allow leaders to learn about areas in which they may wish to seek further training
    SAGE Publications
    2003 Jan Krieger 21

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