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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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jesse jackson
~Jesse JacksonLeadership has a harder job to do than just choose sides. It must bring sides together.

Thought of the day…

  • Defining skills
  • Skills approach perspective
  • Three-skill approach
  • Skills-based model
  • How the skills approach works
defining skills
Defining Skills
  • Leadership Skills
skills approach description
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
three skill approach katz
Three-Skill Approach (Katz)
  • Includes
    • skills
    • skills
    • skills
  • Leaders need all
technical skills
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.
human skills
Human Skills
  • Having knowledge about & being able to work with people
  • Important at all levels.
conceptual skills
Conceptual Skills:
  • Abilities to work with ideas & concepts
  • Central to creating a vision & strategic plan for an organization
  • Most important at upper management levels.
management skills necessary
Management Skills Necessary

Skills Needed










  • Skills: use of one’s knowledge and competencies
  • Skills can be acquired
  • Three skill approach
    • Technical
      • hands-on
    • Human
      • people
    • Conceptual
      • vision/ ideas
for next class
For next class…
  • Complete the Skills Inventory on page 65 of Northouse.
  • Be prepared to discuss results in class.
skills model
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.
skills model1
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
5 components of skill model
5 components of Skill Model
  • Individual attributes
  • Competencies
  • Leadership outcomes
  • Career Experiences
  • Environmental influences
skills model2
Skills Model

Individual Attributes

Leadership Outcomes


  • general cog. ability
  • crystallized cog. ability
  • motivation
  • personality
  • problem-solving skills
  • social judgment skills
  • knowledge
  • effective problem- solving
  • performance

Career Experiences

Environmental Influence

individual attributes
“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

individual attributes1
Leaders must be:



social good

Impacts development of your leadership skills.

Related to leader performance.

Individual Attributes



competency skills
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
competency skills1
Competency Skills


  • accumulation of information & mental structures used to organize info.
leadership outcomes
Effective problem solving

originality & quality of solutions

Logical, effective, unique and go beyond the problem


how well the leader has done her/his job.

positive evaluations

Leadership Outcomes
career experiences
Influence knowledge/skills

Improved by:

challenging job assignments


appropriate training

hands-on experience

Career Experiences
environmental influences
Environmental influences
  • Lie outside the leader’s
    • competencies
    • characteristics
    • experiences
  • Outside the leader’s control
  • 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