Leadership Final Review Chapter 3

Front 1

skills approach description: perspective

Back 1

-leader centered perspective
-emphasis on skills and abilities that can be learned and developed

Front 2

skills approach description: definition

Back 2

-leadership skills: the ability to use one's knowledge and competencies to accomplish a set of goals and objectives

Front 3

Three skill approach (Katz, 1955)

Back 3

-technical skill
-human skill
-conceptual skill

Front 4

technical skill

Back 4

-having knowledge about/being proficient in a specific type of work/activity
-specialized competencies
-analytical ability
-capability to use appropriate tools and techniques
-involve hands on ability with a product/ process
-most important as lower levels of management

Front 5

human skill

Back 5

-knowledge about and being able to work with people
-awareness of one's own perspective and others at the same time
-people skills help 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 org.
-important at all levels of the organization

Front 6

conceptual skill

Back 6

-ability to do the mental work of shaping meaning of organizational policy or issues
-works easily with abstraction and hypothetical notions
-central to creating and articulation a vision and strategic plan for an org
-most important at TOP management levels

Front 7

skills based model

Back 7

-competencies
-individual attributes
-leadership outcomes
-career experience
-environmental influences

Front 8

skills based model

Back 8

-capability model: examine relationship between a leaders' knowledge and skills and leader's performance, suggests many people have the potential for leadership

Front 9

individual attributes

Back 9

1. general cognitive ability: person's intelligence, perceptual processing, information processing, general reasoning, creative and divergent, thinking, and memory

Front 10

individual attributes

Back 10

2. crystallized cognitive ability: intellectual ability learned or acquired over time

Front 11

individual attributes

Back 11

3. Motivation: three aspects of motivation
a. willingness
b. dominance
c. social good

Front 12

individual attributes

Back 12

4. personality: any characteristic that helps people cope with complex organizational situations is probably related to leader performance

Front 13

competency skills

Back 13

1. problem solving: creative ability to solve new/unusual ill defined organizational problems

Front 14

competency skills

Back 14

2. social judgment: capacity to understand people and social systems
-perspective taking
-social perceptiveness
-behavioral flexibility
-social performance

Front 15

competency skills

Back 15

3. knowledge: the accumulation of information and the mental structures to organize the information

Front 16

leadership outcomes

Back 16

1. problem solving: criteria=originality and quality of solutions to problem situations--good problem solving involves creating solutions that are..
a. logical
b. effective
c. unique
d. go beyond given information

Front 17

leadership outcomes

Back 17

2. performance: degree to which a leader has successfully performed his/her assigned duties

Front 18

skills model of leadership

Back 18

career experiences = individual attributes and competencies
environmental influences= individual attributes, competencies, and leadership outcomes

Front 19

career experiences

Back 19

-experience gained during career influences leader's knowledge and skills to solve complex problems
-learn and develop higher levels of conceptual capacity if they progressively confront more complex and long-term problems as they ascend the organizational hierarchy

Front 20

career experiences

Back 20

a. challenging assignments
b. mentoring
c. appropriate training
d. hands on experience with novelty

Front 21

environmental influences

Back 21

factors in a leader's situation that lie outside of their competencies, characteristics, and experiences
-i.e. outdated technology/subordinates

Front 22

focus of skills approach

Back 22

-primarily descriptive
-describes structure for understanding the nature of effective leadership

Front 23

skills approach: principle research perspectives

Back 23

Katz (1955): suggests importance of particular leadership skills varies depending where leaders reside in management hierarchy

Front 24

skills approach: principle research perspectives

Back 24

Mumford (2000): suggests leadership outcomes are a direct result of leader's skilled competency in problem solving, social judgment, and knowledge

Front 25

skills approach: strengths

Back 25

-first approach to conceptualize and create a structure of the process of leadership around skills
-describing leadership in terms of skills makes leadership available to everyone
-provides an expansive view of leadership that incorporates a wide variety of components
- provides a structure consistent with leadership education programs

Front 26

skills approach: criticisms

Back 26

-breadth of the skills approach appears to extend beyond boundaries of leadership, making it more general and less precise
- weak in predictive value: doesn't explain how skills lead to effective leadership performance
-includes individual attributes that are trait-like

Front 27

skills approach: application

Back 27

-provides a way to delineate the skills of a leader
-applicable to leaders at all levels within an organization
-skills inventory can provide insight into the individual's leadership competencies
-test scores allow leaders to learn areas in which they may wish to seek further training