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Leadership

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Samyra Oliveira

on 29 June 2015

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Transcript of Leadership

Technical Skill
Human Skill
Conceptual Skill
Summary of the Three-Skill Approach
SKILLS APPROACH
Description
Competencies
LEADERSHIP
Leadership Outcomes
Career Experiences
Individual Attributes
Skill Model
INDIVIDUAL ATTRIBUTES
General Cognitive
Ability

Crystallized Cognitive
Ability

Motivation

Personality
COMPETENCIES
INDIVIDUAL ATTRIBUTES
Problem-Solving
Skills

Social Judgment
Skill

Knowledge
Effective Problem
Solving

Performance
INDIVIDUAL ATTRIBUTES
General Cognitive
Ability

Crystallized Cognitive
Ability

Motivation

Personality
COMPETENCIES
INDIVIDUAL OUTCOMES
Problem-Solving
Skills

Social Judgment
Skill

Knowledge
Effective Problem
Solving

Performance
Career Experiences
Environmental Influences
The Components Of The Skills Model
Skill Model Of Leadership
Environmental Influences
Summary of the Skills Model
How Does the Skill Approach Works?
Strengths
Criticisms
Application
Alunas: Giovanna, Jessica, Larissa e Samyra
Managment Skills Necessary at Various Levels of an Organization
SKILLS NEEDED
TOP
Managment
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
MIDDLE
Managment
SUPERVISORY
Managment
The skills approach provides a structure for understanding the nature of effective leadership.
The three-skill approach of Katz: The importance of certain leadership skills depends on where leaders are in a management hierarchy.
Lower levels of
management
Technical and
human skills
Middle
management
Technical, human
and conceptual skills
Upper
management
Human and
conceptual skills
In 2007 researches used a four-skill model to assess cognitive, interpersonal, business and strategic skills of 1,000 managers at the junior, middle and senior levels of an organization. The results showed:
Interpersonal and
cognitive skills
Business and strategy skills
Lower levels of management
Higher levels
Interpersonal and
cognitive skills
Business and strategy skills
Mumford, Zaccaro and Harding (2000) say that the skill model contends that leadership outcomes are the direct result of a leader' competencies in problem-solving, social, judgment skills and knowledge.
Each of these competencies includes a large repertoire of abilities that can be learned and developed.
Finally, the model describes how career experiences and environmental influences play a direct or indirect role in leadership performance.
The skills approach provides a map of how to reach effective leadership in an organization:
Leaders need to have problem-solving, social skills and knowledge;
Workers can improve these abilities training and having experiences.
"The skills approach takes a leader-centered perspective on leadership"
Human Skills is knowledge and ability to work with people.
Effective administration depends on three basic personal skills; Technical, human and conceptual.

Skills are what leaders can accomplish, whereas traits who leaders are.
Skills approach contributes to our understanding about leadership.
1)
It's a leader-centered model that stresses the importance of developing particular leadership skills.

2)
The skills approach is intuitively appealing. Unlike personality traits, leadership can be learned from everyone.

3)
The skills approach provides an expansive view of leadership that incorporates a wide variety of components, such as:

Problem-solving skills;
Social judgment skills;
Knowledge;
Individual attributes;
Career experiences;
Environment skills.
"Conceptual skill is the ability to work with ideas and concepts"
Skills approach weaknesses.
1)
By including so many components, such as motivation, critical thinking, personality and conflict resolution, the skills model of Mumford and others becomes more general and less precise in explaining leadership performance;

2)
The model does not explain how skills lead to effective leadership performance;

3)
The individual attributes component of the skills model is trait driven, and that shifts the model away from being strictly a skills approach to leadership;

4)
The results of the model may can't be used to other populations or organizational settings.


Despite its appeal to theorists and academics, the skills approach has not been widely used in applied leadership settings.

However, the skills approach offers valuable information about leadership.

From a wider perspective, the skills approach may be used in the future as a template for the design of extensive leadership development programs.
Introduction
The main topics:
Description
(Three-skill approach: Technical skill; Human skill; Conceptual skill; Skills model, Competencies, Individual attributes, Leadership outcomes, Career experiences, Environmental influences);
Function
;
Strengths
;
Criticisms
;
Application
.
Summary
Three skills approach -
Technical Skill
(is knowledge about and proficiency in a specific type of work or activity);
Human Skill
(ability to work with people);
Conceptual Skill
(ability to work and ideas and concept).

Three components of the skill model: Individual Attributes, Leadership Outcomes and Competences.
Competences: Problem-solving skills, social judgment skills, knowledge.

There is four individuals attributes which have an impact on leadership (General Cognitive Ability, Crystallized Cognitive Ability, Motivation and Personality as we saw in Individual Attributes. Leadership Outcomes shows that are very influenced by the leader's competencies (Effective Problem Solving, Perfor

The importance of certain leadership skills depends on where leaders are in a management hierarchy.
Skills approach contributes to our understanding about leadership.
The results of the model may can't be used to other populations or organizational settings.
Figure 3.1
Managment Skills Necessary at Various Levels of an Organization
SKILLS NEEDED
TOP
Managment
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
MIDDLE
Managment
SUPERVISORY
Managment
Managment Skills Necessary at Various Levels of an Organization
SKILLS NEEDED
TOP
Managment
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL
HUMAN
CONCEPTUAL
MIDDLE
Managment
SUPERVISORY
Managment
Figure 3.1
It Is knowledge and proficiency in a specific type of work or activity
General Cognitive Ability
- Is linked to biology, not to experience.

Crystallized Cognitive Ability
- Is intellectual ability that is learned or acquired over time.

Motivation
- There are three points here and it's more complex than the others.

First: Leaders must be willing to lead with complex organization problem.
Second: Leaders must be willing to express dominance - to exert their influence.
Third: Leaders must be committed to the social good of the organization.

Personality
- Remind us that our personality has an impact on the development of our leadership skills.
Is to resolve effective problem and performance. These outcomes are strongly influenced by the leader's competencies (i.e., problem - solving skills, social judgment skills, and knowledge.


Effective Problem Solving
- Is the keystone in the skills approach.
Performance
- Reflect how well the leader has done her or his job, is the assigned duties.

Career

Experience
- Career experience has an impact on the characteristics and competencies of leaders. It something that helps leaders to improve their skills and knowledge overtime.
These three competencies are the central determinants of effective problem solving and performance, although individual attributes, career experiences and environmental influences all have impacts on leader competencies.
Represent factors that lie outside the leader's competencies, characteristics and experiences.
Figure 3.1
Figure 3.1
To summarize, the three-skill approach includes
technical, human,
and
conceptual
skills
.

It is important for leaders to have all three skills, depending on where they are in the management structure, however, some skills are more important than others.
The Skill-based model of leadership examines
the relationship between a leaders knowledge and
skills, and the leaders performance.
Problem Solving Skills:
A leader's creative ability to
solve new and usual problems.

Social Judgment Skills:
The capacity to understand
people and social systems.

Knowledge:
Application and implementation of
problem solving skills in organization.
Full transcript