Leadership - Lesson 3

3/12/2024
Bus1300 - Lesson 3:
Leader’s Skills
Reading: [1] Chapter 3
https://lientran.vn/ 82
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Learning Outcomes
At the end of this lesson, students should be able to:
• Know skills a person needs to possess to be perceived as a leader
• Know how to horn leadership skills
• Know how to use tools to assess leadership skills
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Overview
3.1. Skills Approach Perspective
3.2. Three-Skill Approach
3.3. Skills-Based Model
3.4. Skills Approach in Application
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3.1. Skills Approach Perspective

• Leadership skills:
• The ability to use one’s knowledge and competencies
to accomplish a set of goals and objectives
• Perspective
• Leader-centered perspective
• Emphasis on skills and abilities that can be learned
and developed
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 Technical Skill
 Human Skill
 Conceptual Skill
(Katz, 1955)
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Basic • Leaders need

Administrative
Skills
all three
Katz (1955) skills-- but
relative
importance
changes based
on level of
management
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• Having knowledge about and being proficient in a
specific type of work or activity.
Technical
– Specialized competencies
Skill
– Analytical ability
– Use of appropriate tools and techniques
• Technical skills involve hands-on ability with a product or process
• Most important at lower levels of management
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Technical Skill
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• Having knowledge about and being able to
work with people.
Human
– Being aware of one’s own perspective and others’
Skill perspectives at the same time
– Assisting group members in working cooperatively
to achieve common goals
– Creating an atmosphere of trust and empowerment
of members
– Important at all levels of the organization
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Human
Skill
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• The ability to do the mental work of shaping meaning
of organizational policy or issues (what company stands
Conceptual for and where it’s going)
Skill – Works easily with abstraction and hypothetical notions
– Central to creating and articulating a vision and strategic
plan for an organization
– Most important at top management levels
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• Perspective
• Research studies (1990s) goal: to identify the

leadership factors that create exemplary job
performance in an organization
• Emphasizes the capabilities that make effective

leadership possible rather than what leaders do
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• Skills-Based Model of Leadership
Capability model
• Examines relationship between a leader’s

knowledge & skills & the leader’s performance.
• Suggests many people have the potential for

leadership
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Competencies Skills
Problem Solving Social Judgment Knowledge
Creative ability to solve Capacity to understand people and The accumulation of

new/unusual, ill-defined social systems information and the mental
organizational problems - Perspective taking structures to organize the
- Social perceptiveness information
- Behavioral flexibility
- Social performance
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• 1. Problem definition
• 2. Cause/goal analysis
Nine Key Problem • 3. Constraint analysis
Solving Skills • 4. Planning
- Mumford, Todd, Higgs,
• 5. Forecasting
and McIntosh, 2017 • 6. Creative thinking
• 7. Idea evaluation
• 8. Wisdom
• 9. Sense making/visioning
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Hypothetical
Relationships
of Problem-
Solving
Skills
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3.3. Individual Attributes

Skills-
Based
General Cognitive Crystallized
Motivation Personality
Ability Cognitive Ability
Model Person’s intelligence

 Perceptual
Intellectual
ability learned or
Three aspects
of motivation
Any characteristic
that helps people
processing acquired over cope with complex
time  Willingness organizational
 Information situations is
processing  Dominance probably related to
 General reasoning leader performance
 Social good
 Creative & divergent
thinking
 Memory
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3.3. Leadership Outcomes

Skills-
Based Problem Solving Performance
Model Criteria = originality and quality of

solutions to problem situations--good
Degree to which a
leader has successfully
problem-solving involves creating solutions performed his/her
that are: assigned duties
 Logical
 Effective
 Unique
 Go beyond given information
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3.3. Career Experiences

Skills-
Based Challenging
Assignments
Mentoring
Appropriate
Training
Hands-on
Experience with
Model Novelty
 Experience gained during career influences leader’s knowledge and skills to solve
complex problems
 Leaders learn and develop higher levels of conceptual capacity if they

progressively confront more complex and long-term problems as they ascend the
organizational hierarchy
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Factors in a leader’s situation that lie outside of his
or her competencies, characteristics, and
experiences
Environmental
Influences – Internal environmental influences--For example,
Outdated technology, skill level of employees
– External environmental influences--For example,

Economic, political, or social issues; natural disasters
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 Focus of skills approach
 Strengths
 Criticisms
 Application
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• Focus is primarily descriptive—
Focus • It describes leadership from skills perspective
• Provides structure for understanding the

nature of effective leadership
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• Principal Research Perspectives
• Katz (1955) suggests importance of particular leadership skills
varies depending where leaders reside in management
Focus hierarchy
• Mumford, Campion, and Morgeson (2007) suggest higher
levels of all skills needed at higher levels of hierarchy
• Mumford, Zaccaro, and Harding et al. (2000) suggest
leadership outcomes are direct result of leader’s skilled
competency in problem-solving, social judgment, and
knowledge
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• First approach to conceptualize and create a structure of the
process of leadership around skills
• Describing leadership in terms of skills makes leadership
Strengths available to everyone
• Provides an expansive view of leadership that incorporates
wide variety of components (i.e., problem-solving skills, social
judgment skills)
• Provides a structure consistent with leadership education
programs
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• Breadth of the skills approach appears to extend beyond the
boundaries of leadership, making it more general, less precise
Criticisms • Weak in predictive value; does not explain how skills lead to
effective leadership performance
• Skills model includes individual attributes that are trait-like
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• The Skills Approach provides a way to delineate the skills of a
leader.
Application • It is applicable to leaders at all levels within the organization.

• The skills inventory can provide insights into the individual’s
leadership competencies.
• Test scores allow leaders to learn about areas in which they may
wish to seek further training.
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Leadership Skill
Inventory
Questionnaire
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https://forms.gle/dVBSZnsr7S
eiSxf3A
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Case 3.3 – Andy’s Recipe

Page 64 - 66
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1. What accounts for Andy’s success in the

restaurant business?
2. From a skills perspective, how would

you describe the three managers, Kelly,
Danielle, and Patrick? What does each of
them need to do to improve his or her
skills?
3. How would you describe Andy’s

competencies? Does Andy’s leadership
suggest that one does not need all three
skills in order to be effective?
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Role Play
Deliver a speech to the 500 employees about
your company’s new strategy in 5 minutes
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Conclusion
• Leadership skills are the ability to use one’s knowledge and
competencies to accomplish a set of goals and objectives
• Under the skill approach, leadership is learned
• Three leadership skills: Technical, Human, Conceptual
• Three leadership competencies: Problem solving, social judgment,

Knowledge
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Thank you!
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3/12/2024

• Know skills a person needs to possess to be perceived as a leader

• Know how to horn leadership skills

• Know how to use tools to assess leadership skills

3.1. Skills Approach Perspective

3.2. Three-Skill Approach

3.3. Skills-Based Model

3.4. Skills Approach in Application

3.1. Skills Approach Perspective

3.2. Three-Skill Approach

3.2. Three-Skill Approach

Basic • Leaders need

3.2. Three-Skill Approach

– Use of appropriate tools and techniques

• Technical skills involve hands-on ability with a product or process

• Most important at lower levels of management

3.2. Three-Skill Approach

3.2. Three-Skill Approach

3.2. Three-Skill Approach

3.3. Skills-Based Model

3.3. Skills-Based Model

3.3. Skills-Based Model

• Research studies (1990s) goal: to identify the

• Emphasizes the capabilities that make effective

3.3. Skills-Based Model

• Examines relationship between a leader’s

• Suggests many people have the potential for

3.3. Skills-Based Model

Problem Solving Social Judgment Knowledge

Creative ability to solve Capacity to understand people and The accumulation of

3.3. Skills-Based Model

3.3. Skills-Based Model

3.3. Individual Attributes

Model Person’s intelligence

3.3. Leadership Outcomes

Model Criteria = originality and quality of

3.3. Career Experiences

 Leaders learn and develop higher levels of conceptual capacity if they

3.3. Skills-Based Model

– External environmental influences--For example,

3.4. Skills Approach in Application

3.4. Skills Approach in Application

Focus • It describes leadership from skills perspective

• Provides structure for understanding the

3.4. Skills Approach in Application

3.4. Skills Approach in Application

3.4. Skills Approach in Application

• Skills model includes individual attributes that are trait-like

3.4. Skills Approach in Application

Application • It is applicable to leaders at all levels within the organization.

Case 3.3 – Andy’s Recipe

1. What accounts for Andy’s success in the

2. From a skills perspective, how would

3. How would you describe Andy’s

• Under the skill approach, leadership is learned

• Three leadership skills: Technical, Human, Conceptual

• Three leadership competencies: Problem solving, social judgment,

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