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Northouse Chapter 3 Presentation

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on 26 November 2013

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Transcript of Northouse Chapter 3 Presentation

Northouse Chapter 3 Presentation
Katz: 3 Skilled Approach
Chapter 3 addresses the skills that leaders can be learned and developed. Robert Katz classic article in the Harvard Business Review in 1955, titled “Skills of an Effective Administrator” lays out 3 skills necessary being: Technical, Human and Conceptual.
Group Activity
Recap:
Technical- think computers
Conceptual- think vision
Human- think people skills
Conclusion
Skills Leadership Theory reveals that leadership is not just the natural traits that we are born with. Skills are a recognizable part of leading that are valuable tools to help us became better leaders. The best part is that we can learn these skills and grow into excellent leaders! But it will take work!

Technical
(think computer software), specialized knowledge of a topic.



Human
Human- (think people skills), the ability to work with and understand people


Conceptual
Conceptual- (think vision) the ability to work with ideas or the abstract
Criticisms:
Theory in Real Life: Steve Jobs
Steve Jobs was high on Technical Skills & high on the Conceptual Skills, but a mix on Human Skills.

Walter Isaacson, book, Steve Jobs “he could be very, very mean to people at times.”

Jobs conceptual skills were off the charts- the Apple Computer, Ipod, Iphone, Itunes were all way in front of what anyone else was thinking or even contemplating.

Strengths & Criticisms
Strengths:
Skills approach is intuitively appealing because “skills’ make leadership available to everyone. Unlike personality traits, skills are competencies that people can learn and develop.
The skills model is weak in predictive value. It does not explain how skills lead to effective leadership performance.

Journal Article
Skills article from the Journal of Management Education, titled
Enhancing leadership skill development by creating practice/feedback opportunities in the classroom.


Article addresses the ability to improve leadership skills through feedback and practice.

Key to Skills
“Through continuous cycles of practice and feedback in the work setting, the skills become transferred to that setting."
(think Juggling skills)
1. tying a shoe
2. playing basketball
3. a new director has been hired at your place of work and you have been asked to explain the company to her/him
Mumford & Colleagues
Mumford & Colleagues
In the early 1900s a group of researchers, funded by the U.S. Army and Department of Defense, did a study with 1,800 army officers. Their goal was to create a theory of leadership based on problem solving skills.
Mumford & Colleagues used this extensive research to create a skills based model of leadership.
Capability Model –examines the relationship between a leader’s knowledge and skills and the leaders performance.
5 components
Individual Attributes
1. General Cognitive Ability - a person's intelligence (biology, not experience)

2. Crystallized Cognitive Ability - intelligence that is learned over time, constantly growing

3. Motivation - 3 areas needed
willing to tackle complex problems
willing to exert influence (dominance)
committed to the social good of the organization

4. Personality - specific traits to an individual
Competencies
1. Problem Solving Skills - creative ability to solve new and unusual, ill-defined organizational problems

2. Social Judgement Skills - capacity to understand people and social systems (people skills)

3. Knowledge - ability to analyze complex issues and identify strategy
Leadership Outcomes
1. Effective Problem Solving - determined by the originality and the quality of the expressed solution to problems

2. Performance - the extent to which a leader has successfully performed the assigned duties (using external standard criteria)
Career Experiences
Career experiences help leaders to improve skills and knowledge over time.
- challenging job assignments
- mentoring
- training
- hands on experience
- more difficult problem solving as you "climb the ladder"


Environmental Influences
1. Internal: factors within the organization

2. External: factors outside the organization
Practical Application:
This model describes leadership, it does not give a prescription for leadership.

It provides a structure for understanding the nature of effective leadership. - A Map
Use this structure to analyze yourself.
Identify where you want to be in your organization or life in general (level of management) and work on the skills needed for it.

Identify those in the roles you want to have and analyze their skills, take them out for lunch and ask them questions.
Begin to acquire what you need for your future.
Skills Inventory
When taking the skills inventory, Jen found her results to match her current work experience: high technical, moderately high human and moderate conceptual.
Movie Clip: Glory Road
individual attributes + competencies + experiences/environment = performance
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