The skills approach is the kind of leadership where the abilities and the skills of the leader are considered. In this case, the leader is believed to be able to use his skills and leadership qualities to provide management to the firm or organization he or she has. There is also the value of the leader to learn new skills and approaches and incorporate them into the leadership portfolio he or she has. The skills approach is the kind of leadership which centers on the leader, as its main objective of management of any entity (Katz 33–42). There are three basic personal leadership skills that Katz pointed out to the skills approach. They include human skills, technical skills, and conceptual skills.
These personal skills are different from the personal qualities and traits a leader should have . The human skills leadership approach can be defined as the capability that enables the leader to work with people. It is a skill that helps the manager to work with teams and have a healthy relationship with other people and communicate effectively with the teams, staff, and clients. For managers to be effective, they should have human skills to work well with people, utilize optimally the working hours and the human capital they have at their disposal (Katz 33–42). It is the ability to provide attention and communications to others in within the organization in areas such as negotiations, coaching and meeting up with clientele.
The technical skill aspect is where the leader has knowledge of proficiency and competency in a particular activity or work. This is in the aspect that the leader is working on the front lines and therefore it is the incorporation of processes, tools, practices, and techniques. In this case, the leader should be able to understand the organizational output regarding the services and the products. Without this, they cannot be in a position to use their conceptual skills for optimum output and abilities. Therefore, leaders need to be knowledgeable of the management of the organization, and its process, to be able to increase productivity. Skills here can be informed of technological expertise such as using of computer software and packages, operating of machines and devices, the offering of guidance and expertise in carrying out particular duties and managing of financial and assets aspects of the institution or firm (Katz 33–42).
Conceptual skills are also the domain of the skills approach in leadership. This is in the sense that leaders have the ability to work with concepts and ideas. It is the capacity to take a whole approach to the organization and set strategic projects and initiatives based on abstract ideas. Therefore, it can be determined as the capacity to function with hypothetical and abstract notations and the ability to utilize concepts and ideas which have the ability to mold the organization in the future (Katz 33–42). Leaders who have effective conceptual skills have the ability of creativity simulation and have good imaginations. This is with the help of analysis and synthesis as they are fundamental in the creation of strategic plans and visions of the organization.
With the three models of Katz, it is hard for leaders to be effective in a large organization to apply the three models of skills approach. There is a sense in which in a large organization will provide challenges because having daily contact with all the employees personal a day is near impossible. Even if a leader tried to reach as many possible, it would not be possible engaging each person effectively. The power of a person usually has effective influence in smaller and compacted groups and teams because individual abilities would not extend from one person to the large group. If the group or organization is huge, it will overwhelm the leader to be able to micromanage and obtain actual results from each of an employee or teams in the organization. Therefore, it is more prudent to have a smaller group where a leader can micromanage and oversee the application of the skills to each person in the group. He or she will be able to have a qualitative and quantitate analysis of the results of the application of each of the results in certain individuals and certain people in the management or leadership.
In a matter of specificity to the technical skill aspect, it would be more transparent and effective if more people were competent in specific areas of the organization or firm. There will be great accomplishments based on the skills investment and utilization. Human skills can vary from pessimistic to positive ones depending on the cliché of the leaders. This is essential because it is impossible to have effective communication in a large setting where it can either be hindered or amplified (Millett 56-58). Conceptual skills can be very daunting as the group extends in number as the individuals would introduce challenges in measuring or choosing of appropriate actions for the organization.
When the approach skills were being developed, Munford and his company have had the objective of searching for the skills, Environmental and experience influences which would make one be said to be a good leader over the other. They wanted to demonstrate that anyone who was able to learn from experiences and acquiring skills was able to become a good leader. Leadership is something which is developed and nurtured and therefore any person who could learn and have the skills had the potential of becoming a good leader (Mumford et al. 24-39). Since the leadership skill method is leader-centric, it can be argued that Munford wanted to prove that both skills and traits were the basic sources of leadership which develop due to external factors and experience of the person. In this case, Munford and company were of the idea that experience was better positioned to improve the skills of an individual. However, the external factors were able to determine that the external factors would affect the development of the skills and leadership abilities of a person.
There are three individual attributes and competencies which a leader would have to be effective. They include the social judgment skills, knowledge, and problem-solving skills. Problems solving skills are the ability of the person to solve problems and challenges which are unusual, hard to define and extremely complex. These problems solving skills involve the ability of their leader to pinpoint the problem, gather information on the problems and challenges, understand the challenges and the problem and the strategize on the solving of the problems(Mumford et al. 24-39). However, a leader should have the skill to do this process effectively in a stipulated time frame and amicably solve the problem.
The social judgment skills are similar to the one which was expounded by Katz on the human skills. There were, however, some specific skills which Munford and company added as components of the social judgment skills. These include the social perspective, perspective talking, social performance and behavioral flexibility. This skill involves the ability of the person to have sensitivity and tolerance to other people’s opinions and perspectives(Mumford et al. 24-39). It also involves the ability of the person to understand the special needs and qualities of other people, and resolving conflicts amicably.
Knowledge is the ability to use and apply a problem-solving ability to a real situation which affects the company. It the accumulation of mental structures and information and organizes of that information in the organization of the operations of the organization. This would then influence the leader into developing the capacity to solve complex problems of the organization and harmonizing of the aspects of the which challenge the employees (Mumford et al. 24-39). A knowledgeable leader is able to have alternative ways of solving problems and handling challenges which engulf the organization. It is an indispensable asset for the leader because it encompasses all aspects of the management and leadership.
Works cited
Katz, R.L. "Skills Of An Effective Administrator." Harvard Business Review 33.1 (1955): 33–42. Print.
Millett, Stephen M. "Managers As Visionaries: A Skill That Can Be Learned." Strategy & Leadership39.5 (2011): 56-58. Web.
Mumford, Michael D. et al. "Cognitive Skills And Leadership Performance: The Nine Critical Skills." The Leadership Quarterly 28.1 (2017): 24-39. Web.
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