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8/16/2019 Leadership LEC#3(Skills Approach)
http://slidepdf.com/reader/full/leadership-lec3skills-approach 1/23
Leadership
Northouse, 4th edition
Chapter 3 - Skills Approach
8/16/2019 Leadership LEC#3(Skills Approach)
http://slidepdf.com/reader/full/leadership-lec3skills-approach 2/23
Overview
Skills Approach Perspective
Three-Skill Approach (Katz, 1955)
Skills-ased !odel (!"#$ord, et al,
%&&&) 'ow oes the Skills Approach ork*
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills Approach escriptio+
•Leader-ce+teredperspective
• #phasis o+skills a+d
ailities that ca+e lear+ed a+ddeveloped
Leadership skills - The ailit. to "seo+e/s k+owled0ea+d co#pete+cies
to acco#plish aset o$ 0oals a+doectives
Perspective
Perspective Definition
Definition
8/16/2019 Leadership LEC#3(Skills Approach)
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Three-Skill Approach(Katz, 1955)
Tech+ical Skill
'"#a+ Skill
2o+cept"al Skill
8/16/2019 Leadership LEC#3(Skills Approach)
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asic Ad#i+istrative Skills 3 Katz(1955)
Management Skills Necessary at Various Levels of an
Organization
Leaders need
all three skills –
but, skill ability/importance
changes based on
level of
management
8/16/2019 Leadership LEC#3(Skills Approach)
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Tech+ical Skill
• Technical skill - havi+0 k+owled0e
ao"t a+d ei+0 pro4cie+t i+ a speci4ct.pe o$ work or activit.
– Specialized co#pete+cies
– A+al.tical ailit.
– 2apailit. to "se appropriate tools a+dtech+i6"es
• Tech+ical skills i+volve hands-on ailit.with a prod"ct or process
• !ost i#porta+t at lower levels o$#a+a0e#e+t
8/16/2019 Leadership LEC#3(Skills Approach)
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'"#a+ Skill
• Human skill 3 havi+0 k+owled0e ao"t
a+d ei+0 ale to work with people
– Aware+ess o$ o+e/s ow+ perspective a+dothers/ perspectives at the sa#e ti#e
– People skills help a leader to assist 0ro"p#e#ers i+ worki+0 cooperativel. to achieveco##o+ 0oals
– 2reates a+ at#osphere o$ tr"st where #e#ers$eel the. ca+ eco#e i+volved a+d i#pactdecisio+s i+ the or0a+izatio+
– 7#porta+t at all levels o$ the or0a+izatio+
8/16/2019 Leadership LEC#3(Skills Approach)
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2o+cept"al Skill
• Conceptual skill - the ailit. to do the#e+tal work o$ shapi+0 #ea+i+0 o$or0a+izatio+al polic. or iss"es (whatcompany stands for and where it’s going)
– orks easil. with abstraction a+dhypothetical notions
– 2e+tral to creati+0 a+d artic"lati+0 avision a+d strategic plan $or a+or0a+izatio+
– !ost i#porta+t at top #a+a0e#e+tlevels
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills-ased !odel Skills !odel Perspective
Skills-ased !odel – 2o#pete+cies
– 7+divid"al Attri"tes
– Leadership O"tco#es – 2areer 8perie+ces
– +viro+#e+tal 7+"e+ces
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills !odel escriptio+(!"#$ord, :accaro, 'ardi+0, ;acos, < =leish#a+,
%&&&)
• >esearch st"dies
(199&s) 0oal? to ide+ti$.the leadership $actorsthat create e8e#plar.
o per$or#a+ce i+ a+or0a+izatio+
• #phasizes thecapabilities that #akee@ective leadershippossile rather tha+what leaders do
PerspectivePerspective Skills-Based Model of
Leadership
Skills-Based Model of
Leadership
Capability model - Examinesrelationship between a leaders
knowledge ! skills ! the leaders
performance
"uggests many people have the
potential for leadership
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills !odel
Three Components of the Skills Model
8/16/2019 Leadership LEC#3(Skills Approach)
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2o#pete+c. Skills
Copetencies
Pro!le Solvin" Social #ud"ent $no%led"e
• Creative a!ilit& to
solve ne%'unusual,
ill-definedor"ani(ational
pro!les
• Capacit& to
understand people
and social s&stes - erspective taking
! Social perceptiveness
! "ehavioral fle#ibility
! Social performance
• Theaccumulation of
information &the mentalstructures toorganize theinformation•K+owled0e
e8perts
K+owled0e e8perts
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills !odel? 2o#pete+c
• Social "d0#e+t skills – +dersta+d people a+d social s.ste#s
– ork with others a+d 0et s"pport to i#plcha+0e
– Three deli+eatio+s• Perspective taki+0? attit"de o$ others towards
#path. ased li+ked to social i+telli0e+ceao"t people, social set "p o$ or0 a+d theiri+terrelated+ess
• Social perceptive+ess? i+si0ht a+d aware+ess
$"+ctio+ i+ the or0a+izatio+ Leader/s k+owled
8/16/2019 Leadership LEC#3(Skills Approach)
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7+divid"al Attri"tes
)ndividualAttri!utes
#eneral $ognitive %bility
• Person*s intelli"ence
- erceptual processing
! $nformation processing
! %eneral reasoning
! Creative & divergent
thinking
! Memory
• )ntellectual
a!ilit& learned
or ac+uired
over tie
$rystalli&ed$ognitive %bility
'otivation (ersonality
• hree aspects of
otivation
- 'illingness
! (ominance
! Social good
• An&
characteristic
that helps people
cope %ithcople
or"ani(ational
situations is
pro!a!l& related
to leader
perforance
8/16/2019 Leadership LEC#3(Skills Approach)
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Leadership O"tco#es
Leadership.utcoes
Pro!le Solvin" Perforance
• Criteria / ori"inalit& 0 +ualit& of
solutions to pro!le situations 1 "ood
pro!le solvin" involves creatin"
solutions that are2 ! Logical
! )ffective
! *ni+ue
! %o beyond given information
• De"ree to %hich a
leader has successfull&
perfored his'her
assi"ned duties
8/16/2019 Leadership LEC#3(Skills Approach)
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Skills !odel
Skills Model of Leadership
8/16/2019 Leadership LEC#3(Skills Approach)
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2areer 8perie+ces
Career periences
Challen"in"Assi"nents
Mentorin" Appropriaterainin"
ands-on perience 5ith
Novelt&
perience "ained durin" career influences leader*s kno%led"e 0skills to solve cople pro!les
Leaders learn and develop hi"her levels of conceptual capacit& ifthe& pro"ressivel& confront ore cople and lon"-ter pro!lesas the& ascend the or"ani(ational hierarch&
8/16/2019 Leadership LEC#3(Skills Approach)
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+viro+#e+tal 7+"e+ces
nvironental)nfluences
6actors.utside of Leader*s
Control
6actors in a leader*s situation that lie outside of the leader*s
copetencies, characteristics, and eperiences
– Outdated technology
– Subordinates,
8/16/2019 Leadership LEC#3(Skills Approach)
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'ow oes the SkillsApproach ork*
=oc"s o$ Skills Approach
Stre+0ths
2riticis#s
Applicatio+
8/16/2019 Leadership LEC#3(Skills Approach)
http://slidepdf.com/reader/full/leadership-lec3skills-approach 20/23
Skills Approach
• =oc"s ispri#aril.
descriptive 3 itdescriesleadership $ro#skills perspective
• Providesstr"ct"re $or"+dersta+di+0
the +at"re o$
• Katz (1955) s"00estsi#porta+ce o$partic"lar leadershipskills varies depe+di+0where leaders reside i+#a+a0e#e+t hierarch.
• Mumford et al(!""") s"00est
leadership o"tco#esare direct res"lt o$leader/s skilledco#pete+c. i+ prole#solvi+0, social
"d0#e+t < k+owled0e
6ocus6ocus Principal 7esearchPerspectives
Principal 7esearch
Perspectives
8/16/2019 Leadership LEC#3(Skills Approach)
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Stre+0ths
• =irst approach to co+cept"alize a+dcreate a structure o$ the process o$leadership aro"+d skills
• escrii+0 leadership i+ ter#s o$ skills#akes leadership available toeveryone
• Provides a+ expansive view o$leadership that i+corporates wide variet.o$ co#po+e+ts (ie, prole#-solvi+0skills, social "d0#e+t skills)
• Provides a str"ct"re consistent with
8/16/2019 Leadership LEC#3(Skills Approach)
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2riticis#s
• readth o$ the skills approachappears to extend e.o+d theo"+daries o$ leadership, #aki+0 it#ore 0e+eralBless precise
• eak i+ predictive val"eC does +ote8plai+ how skills lead to e@ective
leadership per$or#a+ce• Skills #odel i+cl"des i+divid"al
attri"tes that are trait-like
8/16/2019 Leadership LEC#3(Skills Approach)
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Applicatio+
• The Skills Approach provides a wa. todeli+eate the skills o$ a leader
• 7t is applicale to leaders at all levelswithi+ the or0a+izatio+
• The skills i+ve+tor. ca+ providei+si0hts i+to the i+divid"al/s leadership
co#pete+cies• Test scores allow leaders to lear+ ao"t
areas i+ which the. #a. wish to seek$"rther trai+i+0