Origin: Perspective existed for years, but received impetus from: Robert Katz’s of an Effective Leader” (1955) in placed Harvard Business Review “Skills emphasis on developable skills and abilities, advocated Approach” “Three-Skill 1990s studies emphasized leader’s ability to solve complex organizational problems Katz’s Approach” proposes that leaders should have all 3 skills: top management “Three-Skill needs less technical skill; middle management needs all 3 equally; supervisory management needs less conceptual skill Technical Skill competence in a specialized area (e.g. software programming) – Human Skill working with people – Conceptual Skill working with ideas and concepts – Mumford, et.al. (2000): examines relationship between leader’s Capability Model knowledge/skills and performance Leadership capabilities can be developed over time through education and experience Many people have leadership potential 5 components: (problem solving skills, social judgment skills knowledge), competencies (general cognitive ability, which is innate, crystallized cognitive individual attributes ability, which is acquired, motivation, and personality) leadership outcomes and performance), career experience, environmental influences Model works by providing a map for how to achieve effective leadership in an organization Strengths and Criticisms: Strengths: leadership-centered and focuses on ability to develop skills; intuitive appeal; expansively inclusive of many components; provides a structure consistent with curricula of leadership programs Criticisms: breadth extends beyond boundary of leadership; weak in predictive value; inclusive of traits while claiming not to be a trait model Ch. 4: Style Approach Emphasizes behavior of leader: (initiating structure) and task-behaviors relationship behaviors (consideration) are the Origin: Ohio Studies (late 1940s): based on Stogdill (1948) developed Leader Behavior Description Questionnaire (LBDQ) found that the two behaviors (task and relationship) were distinct, on two different continua: the degree to which a leader exhibits one behavior is not the degree to which s/he exhibits the other University of Michigan Studies focused on impact of leader’s behavior on performance of small groups: identified as key (strong human relation emphasis) employee orientation and (focus on production; sees workers as means to end) production orientation
Origin: Perspective existed for years, but received impetus from: Robert Katz’s “Skills of an Effective Leader” (1955) in Harvard Business Review placed emphasis on developable skills and abilities, advocated “Three-Skill Approach” 1990s studies emphasized leader’s ability to solve complex organizational problems Katz’s “Three-Skill Approach” proposes that leaders should have all 3 skills: top management needs less technical skill; middle management needs all 3 equally; supervisory management needs less conceptual skill Technical Skill – competence in a specialized area (e.g. software programming) Human Skill – working with people Conceptual Skill – working with ideas and concepts Mumford, et.al. (2000): Capability Model examines relationship between leader’s knowledge/skills and performance Leadership capabilities can be developed over time through education and experience Many people have leadership potential 5 components: competencies (problem solving skills, social judgment skills knowledge), individual attributes (general cognitive ability, which is innate, crystallized cognitive ability, which is acquired, motivation, and personality) leadership outcomes and performance), career experience, environmental influences Model works by providing a map for how to achieve effective leadership in an organization Strengths and Criticisms: Strengths: leadership-centered and focuses on ability to develop skills; intuitive appeal; expansively inclusive of many components; provides a structure consistent with curricula of leadership programs Criticisms: breadth extends beyond boundary of leadership; weak in predictive value; inclusive of traits while claiming not to be a trait model Ch. 4: Style Approach Emphasizes behavior of leader: task-behaviors (initiating structure) and relationship behaviors (consideration) are the Origin: Ohio Studies (late 1940s): based on Stogdill (1948) developed Leader Behavior Description Questionnaire (LBDQ) found that the two behaviors (task and relationship) were distinct, on two different continua: the degree to which a leader exhibits one behavior is not the degree to which s/he exhibits the other University of Michigan Studies focused on impact of leader’s behavior on performance of small groups: identified as key employee orientation (strong human relation emphasis) and production orientation (focus on production; sees workers as means to end)
Outline%20of%20Leadership%20(2010)-%20Peter%20Northouse.docx