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Chapter 3 - Skills Approach

Leadership

Northouse, 4 th edition



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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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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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Three-Skill Approach(Katz, 1955)

Technical Skill Human Skill Conceptual Skill


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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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Skills-Based Model Skills Model Perspective

Skills-Based Model Competencies Individual Attributes

Leadership Outcomes Career Experiences Environmental Influences


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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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Skills Model

Three Com po nents o f the Sk i l ls Mod el


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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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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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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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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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How Does the SkillsApproach Work?

Focus of Skills Approach Strengths

Criticisms Application


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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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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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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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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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