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Skills Approach

Skills Approach. AGED 3153. ~Jesse Jackson. Leadership has a harder job to do than just choose sides. It must bring sides together. Thought of the day…. Overview. Defining skills Skills approach perspective Three-skill approach Skills-based model How the skills approach works.

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Skills Approach

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  1. Skills Approach AGED 3153

  2. ~Jesse Jackson Leadership has a harder job to do than just choose sides. It must bring sides together. Thought of the day…

  3. Overview • Defining skills • Skills approach perspective • Three-skill approach • Skills-based model • How the skills approach works

  4. Defining Skills • Leadership Skills

  5. 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

  6. Three-Skill Approach (Katz) • Includes • skills • skills • skills • Leaders need all

  7. 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.

  8. Human Skills • Having knowledge about & being able to work with people • Important at all levels.

  9. Conceptual Skills: • Abilities to work with ideas & concepts • Central to creating a vision & strategic plan for an organization • Most important at upper management levels.

  10. Management Skills Necessary Skills Needed human conceptual technical human technical conceptual technical human conceptual

  11. Summary • Skills: use of one’s knowledge and competencies • Skills can be acquired • Three skill approach • Technical • hands-on • Human • people • Conceptual • vision/ ideas

  12. For next class… • Complete the Skills Inventory on page 65 of Northouse. • Be prepared to discuss results in class.

  13. 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.

  14. 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

  15. 5 components of Skill Model • Individual attributes • Competencies • Leadership outcomes • Career Experiences • Environmental influences

  16. Skills Model Individual Attributes Leadership Outcomes Competencies • general cog. ability • crystallized cog. ability • motivation • personality • problem-solving skills • social judgment skills • knowledge • effective problem- solving • performance Career Experiences Environmental Influence

  17. “person’s intelligence” linked to biology not experience “acquired intelligence” linked to experience doesn’t diminish in adulthood Individual Attributes General cognitive ability Crystallized cognitive ability

  18. Leaders must be: willingness dominance social good Impacts development of your leadership skills. Related to leader performance. Individual Attributes Motivation Personality

  19. 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

  20. Competency Skills Knowledge • accumulation of information & mental structures used to organize info.

  21. 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 Leadership Outcomes

  22. Influence knowledge/skills Improved by: challenging job assignments mentoring appropriate training hands-on experience Career Experiences

  23. Environmental influences • Lie outside the leader’s • competencies • characteristics • experiences • Outside the leader’s control

  24. What strengths of the skills approach make it acceptable to you?

  25. What weaknesses of the skill approach do you see?

  26. How can we apply this approach?

  27. 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

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