leadership

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cognitive cognitive ability).ability). Although Although both both areas areas are are studied studied widely widely in in the the field field of of cognicogni-- tive tive psychologypsychology,, they they are are seldom seldom addressed addressed in in leadership leadership researresearch.ch. By By incincludingluding so so many many components,components, the the skills skills model model of of MumfMumford ord and and others others becomes becomes more more general general and and less less precise precise in in explaining explaining leadership leadership performance.performance.

Second,Second, related related to to the the first first criticism,criticism, the the skilskills ls model model is is weak weak in in prpredictive edictive value.value. It It does does not not explain explain specispecifically fically how how variations variations in in social social judgment judgment skills skills and and problem-solving problem-solving skills skills affect affect perfperformance.ormance. The The model model suggests suggests that that these these components components are are rrelated,elated, but but it it does does not not descrdescribe ibe with with any any precision precision just just how how that that works.works. In In shorshort,t, the the model model can can be be faulted faulted becbecause ause it it does does not not explain explain skills skills lead lead to to effective effective leadership leadership performance.performance.how how

In In addition,addition, the the skilskills ls approach approach can can be be criticizcriticized ed for for cclaiming laiming not not to to be be a a trait trait model model when,when, in in fact,fact, a a major major component component in in the the model model includes includes individual individual attributes,attributes, which which are are trait-like.trait-like. Although Although Mumford Mumford and and colleagues colleagues descrdescribe ibe cognitive cognitive abilities,abilities, motivation, motivation, and and personality personality variables variables as as factors factors contributcontribut-- ing ing to to competencies,competencies, these these are are also also factors factors that that are are typicalltypically y considered considered to to be be trait trait variables.variables. The The point point is is that that the the individual individual attributes attributes component component of of the the skills skills model model is is trait trait driven,driven, and and that that shifshifts ts the the model model away away ffrom rom being being strictly strictly a a skills skills approach approach to to leadershipleadership..

The The final final criticism criticism of of the the skills skills approach approach is is that that it it may may not not be be suitably suitably or or appropriately appropriately applied applied to to other other contexts contexts of of leadershipleadership.. The The skills skills model model was was constructed constructed by by using using a a large large sample sample of of military military personnel personnel and and obserobserving ving their their performance performance in in the the armed armed serservices.vices. This This raises raises an an obvious obvious question: question: Can Can the the results results be be generalized generalized to to other other populations populations or or organizational organizational settings? settings? Although Although some some research research suggsuggests ests that that these these Army Army findings findings can can be be generalgeneral-- ized ized to to other other groups groups (Mumford,(Mumford, Zaccaro, Zaccaro, Connelly Connelly,, et etal.,al., 2000), 2000), more more research research is is needed needed to to addraddress ess this this criticism.criticism.

APPLICAAPPLICATIONTION __________________________________________________________________________

Despite Despite its its appeal appeal to to theorists theorists and and academics,academics, the the skills skills approach approach has has not not been been widely widely used used in in applied applied leadership leadership settings.settings. For For exampleexample,, there there are are no no training training packages packages designed designed specifically specifically to to teach teach people people leadership leadership skills skills ffrom rom this this approaapproach.ch. Although Although many many programs programs have have been been designed designed to to teach teach leadership leadership skills skills ffrom rom a a general general self-help self-help orientation,orientation, few few of of these these programs programs are are based based on on the the conceptual conceptual fframerameworks works set set forth forth in in this this chapterchapter..

Despite Despite the the lack lack of of formal formal training training programs,programs, the the skilskills ls approach approach offers offers valuvalu-- ablable e information information about about leadershipleadership.. The The approach approach provides provides a a way way to to delineate delineate the the skills skills of of the the leaderleader,, and and leaders leaders at at all all levels levels in in an an organization organization can can use use it.it. In In addition,addition, this this approach approach helps helps us us to to identify identify our our strengths strengths and and weaknesses weaknesses in in regard regard to to these these technical,technical, human, human, and and conceptual conceptual skills.skills. By By taking taking a a skills skills

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6060 LEADERSHIPLEADERSHIP THEORTHEORY Y AND AND PPRACRACTTICEICE

inventory inventory sucsuch h as as the the one one provided provided at at the the end end of of this this chapterchapter,, people people ccan an gain gain further further insight insight into into their their own own leadership leadership competencies.competencies. Their Their scores scores allow allow them them to to learn learn about about areas areas in in which which they they may may want want to to seek seek further further training training to to enhance enhance their their overall overall contributions contributions to to their their organization.organization.

FFrom rom a a wider wider perspectiveperspective,, the the skills skills approach approach may may be be used used in in the the future future as as a a template template for for the the design design of of extensive extensive leadership leadership development development programs.programs. This This approach approach provides provides the the evidence evidence for for teaching teaching leaders leaders the the important important aspects aspects of of listening,listening, creative creative problem problem solving,solving, conflict conflict resolution resolution skills,skills, and and much much more.more.

CCASE ASE STUDISTUDIESES

The The following following three three case case studies studies (Cases (Cases 3.1,3.1, 3.2, 3.2, and and 3.3) 3.3) descrdescribe ibe leadershipleadership situations situations that that can can be be analyanalyzed zed and and evaluated evaluated ffrom rom the the skills skills perspectiveperspective.. The The firstfirst case case involves involves the the principal principal investigator investigator of of a a federallfederally y funded funded research research grant.grant. TheThe second second case case takes takes place place in in a a militarmilitary y setting setting and and describes describes how how a a lieutenant lieutenant colocolo-- nel nel handles handles the the downsizing downsizing of of a a militarmilitary y base.base. In In the the third third case,case, we we learn learn aboutabout how how the the owner owner of of an an Italian Italian restaurant restaurant has has crcreated eated his his own own recipe recipe for for success.success.

As As you you rearead d each each case,case, tr try y to to apply apply the the principles principles of of the the skills skills approach approach to to the the leaders leaders and and their their situations.situations. At At the the end end of of each each ccase ase are are questions questions that that will will assist assist you you in in analyzing analyzing the the ccase.ase.

CASECASE 3.13.1

A A Strained Strained Research Research TTeameam

DD AAr.r. dam dam Wood Wood is is the the principal principal investigator investigator on on a a three-yearthree-year, , $1 $1 million million

federally federally funded funded research research grant grant to to study study health health education education programs programs for for

older older populations, populations, called called the the EElder lder CCare are PProject. roject. Unlike Unlike previous previous projects, projects,

in in which which rr. . Wood Wood worked worked alone alone or or with with one one or or two two other other investigators, investigators, DD

on on this this project project rr. . Wood Wood has has 11 11 colleagues. colleagues. is is project project team team is is made made up up DD HH

of of two two co-investigators co-investigators (wi(with th s), s), four four intervention intervention stafstaff f (with (with MMPhDPhD AAs), s),

and and five five general general staff staff members members (with (with BB ne ne year year into into the the project, project, it it AAs). s). OO

has has become become apparent apparent to to DrDr. . Wood Wood and and the the team team that that the the proproject ject is is

underbudgeted underbudgeted and and has has too too few few resources. resources. TTeam eam members members are are spending spending

20%–30% 20%–30% more more time time on on the the project project than than has has been been budgeted budgeted to to pay pay

them. them. RRegardless egardless of of the the resource resource strain, strain, all all team team members members are are committed committed

to to the the project; project; they they believe believe in in its its goals goals and and the the importance importance of of its its outout--

comes. comes. DDrr. . Wood Wood is is known known throughout throughout the the country country as as the the foremostforemost

scholar scholar in in this this area area of of health health education education research. research. e e is is often often asked asked to to HH

serve serve on on national national review review and and advisory advisory boards. boards. is is publication publication record record is is HH

second second to to none. none. n n addition, addition, his his colleagues colleagues in in the the university university know know II

DDrr. . Wood Wood as as a a very very competent competent researcherresearcher. . eople eople come come to to rr. . Wood Wood for for PP DD

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advice advice on on research research design design and and methodology methodology questions. questions. They They also also come come

to to him him for for questions questions about about theoretical theoretical formulations. formulations. e e has has a a reputation reputation HH

as as someone someone who who can can see see the the big big picture picture on on research research projects.projects.

DD DDespite espite his his research research competence, competence, there there are are problems problems on on rr. . Wood’Wood’s s

research research team. team. rr. . Wood Wood worries worries there there is is a a great great deal deal of of work work to to bebe DD

done done but but that that the the members members of of the the team team are are not not devoting devoting sufficient sufficient time time

to to the the e e is is frustrated frustrated because because many many of of the the day-to-day-to-Elder Elder Care Care Project. Project. HH

day day research research tasks tasks of of the the project project are are falling falling into into his his lap. lap. e e enters enters a a HH

research research meeting, meeting, throws throws his his notebook notebook down down on on the the table, table, and and says, says, ““I I

wish wish II II’d ’d never never taken taken this this project project on. on. t’t’s s taking taking way way too too much much of of my my time. time.

The The rest rest of of you you aren’t aren’t pulling pulling yyour our fair fair share.” share.” TTeam eam members members feel feel exasexas--

perated perated at at DDrr. . Wood’Wood’s s comments. comments. lthough lthough they they respect respect his his compecompeAA --

tence, tence, they they find find his his leadership leadership style style frustrating. frustrating. is is negative negative comments comments HH

at at staff staff meetings meetings are are having having a a demoralizing demoralizing efeffect fect on on the the research research team. team.

DD DDespite espite their their hard hard work work and and devotion devotion to to the the project, project, rr. . WWood ood seldom seldom

compliments compliments or or praises praises their their efforts. efforts. TTeam eam members members believe believe that that they they

havhave e spent spent more more time time than than anticipated anticipated on on the the project project and and have have received received

less less pay pay or or credit credit than than expected. expected. The The project project is is sucking sucking away away a a lot lot of of staff staff

energyenergy, , yet yet rr. . Wood Wood does does not not seem seem to to understand understand the the pressures pressures conconDD --

fronting fronting his his staff.staff.

The The research research staff staff is is starting starting to to feel feel bburned urned out, out, but but members members realize realize

they they need need to to keep keep trying trying because because they they are are under under time time constraints constraints from from

the the federal federal government government to to do do the the work work promised. promised. The The team team needs needs to to

develop develop a a pamphlet pamphlet for for the the participants participants in in the the EElder lder CCare are PProject, roject, but but the the

pamphlet pamphlet costs costs are are significantly significantly more more than than budgeted budgeted in in the the grant. grant.

DDrr. . Wood Wood has has been been very very adept adept at at finding finding out out where where they they might might find find small small

pockets pockets of of money money to to help help cover cover those those costs.costs.

AAlthough lthough team team members members are are pleased pleased that that he he is is able able to to obtain obtain the the moneymoney, ,

they they are are sure sure he he will will use use this this as as just just another another example example of of how how he he was was the the

one one doing doing most most of of the the work work on on the the project.project.

QuestionsQuestions

1.1. Based Based on on the the skills skills approach, approach, how how would would you you assess assess rr. . Wood’Wood’s s leadleadDD --

ership ership and and his his relationship relationship to to the the members members of of the the EElder lder are are rojectrojectCC PP

team? team? Will Will the the project project be be successful?successful?

2.2. DD DDoes oes rr. . Wood Wood have have the the skills skills necessary necessary to to be be an an efeffective fective leader leader ofof

this this research research team?team?

3.3. The The skills skills model model describes describes three three important important competencies competencies for for leaders:leaders:

problem-solving problem-solving skills, skills, social social judgment judgment skills, skills, and and knowledge. knowledge. f f youyouII

were were to to coach coach rr. . Wood Wood using using this this model, model, what what competencies competencies wouldwouldDD

you you address address with with him? him? What What changes changes would would you you suggest suggest that that hehe

make make in in his his leadership?leadership?

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CASECASE 3.23.2

A A Shift Shift for for Lieutenant Lieutenant Colonel Colonel AdamsAdams

Lt. Lt. CCol. ol. John John dams dams was was an an aeronautical aeronautical engineer engineer in in the the ir ir Force Force who who AA AA

was was recognized recognized as as an an accomplished accomplished officer; officer; he he rose rose quickly quickly through through the the

ranks ranks of of lieutenant, lieutenant, captain, captain, and and majormajor. . n n addition, addition, he he successfully successfully comcomII --

pleted pleted a a number number of of professional professional development development courses courses in in the the ir ir Force Force AA

and and received received a a master’master’s s degree degree in in engineering. engineering. n n the the earlier earlier part part of of his his II

service, service, his his career career assignments assignments required required overseeing overseeing 15- 15- to to 20-person 20-person

shifts shifts that that were were responsible responsible for for routine routine maintenance maintenance schedules schedules for for

squadron squadron and and base base aircraft. aircraft. s s he he progressed progressed in in rank, rank, he he moved moved to to engiengiAA --

neering neering projects, projects, which which were were supported supported by by ssmall mall technical technical staffs.staffs.

Based Based on on his his strong strong performance, performance, Major Major AAdd --ams ams was was promoted promoted to to lieutenlieuten

ant ant colonel colonel earlier earlier than than his his peers. peers. nstead nstead of of moving moving him him into into another another II

engineering engineering position, position, the the personnel personnel bureau bureau and and his his assignment assignment ofofficer ficer

decided decided that that Lieutenant Lieutenant dams dams would would benefit benefit from from a a tour tour in in CColonel olonel AA

which which he he could could expand expand his his professional professional background background and and experience. experience.

CConsequentlyonsequently, , he he was was assigned assigned to to Base Base X X as as the the commanding commanding officer officer of of

the the administration administration branch. branch. Base Base X X was was an an airbase airbase with with approximately approximately

5,000 5,000 military military and and civilian civilian personnel.personnel.

AAs s the the administration administration ofofficerficer, , dams dams was was the the senior senior human human resource resource ofofficerficer AA

and and the the principal principal adviser adviser to to the the base base commander commander on on all all human human resource resource

issues. issues. AAdams dams and and his his staff staff of of 135 135 civilian civilian and and military military personnel personnel were were

responsible responsible for for personnel personnel issues, issues, food food services, services, recreation, recreation, family family support, support,

and and medical medical services. services. n n addition, addition, Lieutenant Lieutenant II CColonel olonel AAdams dams was was assignedassigned

to to chair chair the the Labor–Management Labor–Management RRelations elations CCommittee ommittee for for the the base.base.

AA CCt t the the end end of of the the old old WarWar, , as as part part of of the the declared declared peace peace dividend, dividend, the the

government government decided decided to to reduce reduce its its defense defense budget. budget. n n FebruaryFebruary, , barely barely II

six six months months after after dams dams took took over over command command of of the the administration administration AA

branch, branch, the the federal federal government government announced announced a a significant significant reduction reduction in in

the the size size of of the the military military and and the the closure closure of of many many bases. bases. Base Base X X was was to to be be

closed closed as as an an air air base base and and reassigned reassigned to to the the rmyrmy. . The The closure closure was was to to take take AA

place place within within one one yearyear, , and and the the base base was was to to be be prepared prepared for for the the arrival arrival

of of the the first first rmy rmy troops troops in in two two years. years. s s part part of of the the reduction reduction program, program, AA AA

the the federal federal government government initiated initiated voluntary voluntary retirement retirement programs programs for for

civilian civilian and and military military personnel. personnel. Those Those wanting wanting to to retire retire had had until until pril pril 1 1 AA

to to decide.decide.

OOrders rders for for the the conversion conversion of of the the airbase airbase included included the the following:following:

•• The The base base will will continue continue normal normal operations operations for for six six months.months.

•• The The squadrons—complete squadrons—complete with with aircrews, aircrews, equipment, equipment, and and familiesfamilies

(1,000)—must (1,000)—must be be relocated relocated to to their their new new bases bases and and operational operational byby

AAugust ugust 1.1.

•• The The remaining remaining base base personnel personnel strength, strength, both both civilian civilian and and militarymilitary,,

must must bbe e reduced reduced by by 30%.30%.

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•• The The base base must must continue continue to to provide provide personnel personnel for for operationaloperational

missions.missions.

•• The The reduction reduction of of personnel personnel must must be be consistent consistent with with federal federal volunvolun--

tary tary early-retirement early-retirement programs.programs.

•• The The base base must must be be prepared prepared with with a a support support structure structure to to accept accept 2,0002,000

new new soldiers, soldiers, expected expected to to arrive arrive in in two two years.years.

AAdams dams was was assigned assigned to to develop develop a a human human resource resource plan plan that that would would meet meet

the the imposed imposed staff staff levels levels for for the the entire entire base base while while ensuring ensuring that that the the base base

was was still still able able to to perform perform the the operational operational tasks tasks it it had had been been given. given. Faced Faced

with with this this daunting daunting task, task, dams dams conducted conducted an an extensive extensive review review of of all all of of AA the the relevant relevant orders orders concerning concerning the the base base transformation, transformation, and and he he familiarfamiliar--

ized ized himself himself with with all all of of the the rules rules concerning concerning the the early-retirement early-retirement

program. program. AAfter fter a a series series of of initial initial meetings meetings with with the the other other base base branch branch

chiefs, chiefs, he he laid laid out out a a plan plan that that could could be be accomplished accomplished by by the the established established

deadlines. deadlines. AAt t the the same same time, time, he he chaired chaired a a number number of of meetings meetings with with his his own own

staff staff about about how how to to meet meet the the mandated mandated reductions reductions within within his his own own branch.branch.

AAfter fter considering considering the the target target figures figures for for the the early-retirement early-retirement program, program, it it

was was clear clear that that the the mandated mandated numbers numbers could could not not be be reached. reached. SiSimply mply

allowing allowing everyone everyone who who had had applied applied for for early early retirement retirement to to leave leave was was

not not considered considered an an option option because because doing doing so so would would devastate devastate entire entire secsec--

tions tions of of the the base. base. More More job job cuts cuts were were required, required, and and choices choices had had to to be be

made made as as to to who who would would staystay, , whywhy, , and and in in what what areas. areas. dams dams met met stiff stiff AA

resistance resistance in in the the meetings meetings to to determine determine what what sections sections would would bear bear the the

brunt brunt of of the the additional additional cutbacks.cutbacks.

AAdams dams conducted conducted his his own own independent independent analysis analysis of of his his own own branch branch

before before consulting consulting with with his his staff. staff. Based Based on on his his thorough thorough examination examination of of

the the data, data, he he mandated mandated further further reductions reductions in in his his sections. sections. SSpecifically pecifically

targeted targeted were were personnel personnel in in base base housing, housing, single-person single-person accommodaaccommoda--

tions, tions, family family services, services, and and recreational recreational sections. sections. e e also also mandated mandated a a furfurHH --

ther ther 10% 10% cut cut of of military military positions positions in in his his sections.sections.

AA CCfter fter meeting meeting the the mandated mandated reduction reduction targets, targets, Lieutenant Lieutenant olonel olonel

AA --dams dams was was informed informed that that the the federal federal government government would would accept accept all all perper

sonnel sonnel who who applied applied for for early early retirement, retirement, which which was was an an unexpected unexpected decideci--

sion. sion. When When superimposed superimposed on on the the already already mandated mandated reductions, reductions, this this

move move caused caused critical critical shortages shortages in in key key areas. areas. Within Within weeks weeks of of implemenimplemen--

tation tation of of the the plan, plan, the the base base commander commander was was receiving receiving mounting mounting comcom--

plaints plaints from from both both civilian civilian and and military military members members over over the the implementation implementation

of of the the plan.plan.

IInncidents cidents of of stress, stress, frustration, frustration, and and discontent discontent rose rose dramaticallydramatically. .

Families Families trying trying to to move move found found support support services services cut cut back back or or nonexistent. nonexistent.

Members Members of of the the transition transition staff staff were were forced forced to to work work eveningsevenings

and and weekends. weekends. Family Family support support services services were were swamped swamped and and asking asking for for

additional additional help.help.

(Continued)(Continued)

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DDespite espite spending spending a a large large amount amount of of overtime overtime trying trying to to address address the the

diverse diverse issues issues both both base-wide base-wide and and within within his his branch, branch, dams dams found found himhimAA --

self self struggling struggling to to keep keep his his head head above above waterwater. . TTo o make make matters matters worse, worse, the the

base base was was having having difficulty difficulty meeting meeting its its operational operational mission, mission, and and vital vital sectisectiononss

were were critically critically understaffed. understaffed. The The base base commander commander wanted wanted answers.answers.

When When pressed, pressed, dams dams stated stated that that his his plan plan met met all all of of the the required required deaddeadAA --

lines lines and and targets, targets, and and the the plan plan conformed conformed to to all all of of the the guidelines guidelines of of the the

early-retirement early-retirement programs. programs. “Maybe “Maybe so,” so,” replied replied the the base base commandercommander, ,

“but “but you you forgot forgot about about the the bigger bigger picture.”picture.”

QuestionsQuestions

1.1. Based Based on on the the skills skills model, model, how how would would you you assess assess Lt. Lt. ol. ol. John John CC AAdams’dams’ss

ability ability to to meet meet the the challenges challenges of of the the base base administration administration position?position?

2.2. HHow ow would would you you assess assess his his ability ability to to meet meet the the additional additional tasks tasks he he facedfaced

regarding regarding the the conversion conversion of of the the base?base?

3.3. II AAf f you you were were to to coach coach dams dams on on how how he he could could improve improve his his leadership,leadership,

what what would would you you tell tell him?him?

CASECASE 3.33.3

Andy’Andy’s s RecipeRecipe

AA IIndy ndy Garafallo Garafallo owns owns an an talian talian restaurant restaurant that that sits sits in in the the middle middle of of a a

cornfield cornfield near near a a large large Midwestern Midwestern citycity. . n n the the restaurant’restaurant’s s far far wall wall is is an an OO

elaborate elaborate mural mural of of the the canals canals of of VVenice. enice. gondola gondola hangs hangs on on the the oppooppoAA --

site site wall, wall, up up by by the the ceiling. ceiling. long long another another wall wall is is a a row row of of real real potted potted AA

lemon lemon trees. trees. “My “My ancestors ancestors are are from from icilyicily,” ,” says says ndyndy. . ““ n n fact, fact, can can SS AA II II

remember remember seeing seeing my my grandfather grandfather take take a a bite bite out out of of a a lemon, lemon, just just like like

the the ones ones hanging hanging on on those those trees.”trees.”

AAndy ndy is is very very confident confident about about his his approach approach to to this this restaurant, restaurant, and and he he

should should be, be, because because the the restaurant restaurant is is celebrating celebrating its its 25th 25th anniversaryanniversary. .

“I“I II II’m ’m darned darned sure sure of of what what want want to to do. do. ’m ’m not not trying trying different different fads fads to to

get get people people to to come come here. here. eople eople come come here here because because they they know know they they PP

will will get get great great food. food. They They also also want want to to support support someone someone with with whom whom

they they can can connect. connect. This This is is my my approach. approach. othing othing more, more, nothing nothing less.” less.” NN

AA AAlthough lthough other other restaurants restaurants have have folded, folded, ndy ndy seems seems to to have have found found a a

recipe recipe for for success.success.

SS AAince ince opening opening his his restaurant, restaurant, ndy ndy has has had had a a number number of of managers. managers.

CCurrentlyurrently, , he he has has three: three: KellyKelly, , anielle, anielle, and and atrick. atrick. Kelly Kelly is is a a kitchen kitchen DD PP

(C(Continued)ontinued)

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(food (food prep) prep) manager manager who who is is known known as as very very honest honest and and dependable. dependable. SShe he

loves loves her her work, work, and and is is efficient, efficient, good good with with ordering, ordering, and and good good with with

preparation. preparation. AAndy ndy really really likes likes Kelly Kelly but but is is frustrated frustrated with with her her because because she she

has has such such difficulty difficulty getting getting along along with with the the salespeople, salespeople, delivery delivery people, people,

and and waitstaff.waitstaff.

DD AAanielle, anielle, who who works works out out front front in in the the restaurant, restaurant, has has been been with with ndy ndy the the

longest, longest, six six years. years. anielle anielle likes likes working working at at Garafallo’Garafallo’s—she s—she lives lives and and DD

breathes breathes the the place. place. he he fully fully buys buys into into ndy’ndy’s s approach approach of of putting putting SS AA

customers customers first. first. n n fact, fact, ndy ndy says says she she has has a a knack knack for for knowing knowing what what II AA

customers customers need need even even before before they they ask. ask. lthough lthough she she is is very very hospitable, hospitable, AA

AA SSndy ndy says says she she is is lousy lousy with with numbers. numbers. he he just just doesn’t doesn’t seem seem to to catch catch on on

to to that that side side of of the the business.business.

PP AAatrick, atrick, who who has has been been with with ndy ndy for for four four years, years, usually usually works works out out front front

but but can can work work in in the the kitchen kitchen as as well. well. Although Although PPatrick atrick has has a a strong strong work work

ethic ethic and and is is great great with with numbers, numbers, he he is is weak weak on on the the people people side. side. For For some some

reason, reason, PPatrick atrick treats treats customers customers as as if if they they are are faceless, faceless, coming coming across across as as

very very unemotional. unemotional. n n addition, addition, atrick atrick tends tends to to approach approach problems problems with with II PP

an an either–or either–or perspective. perspective. This This has has gotten gotten him him into into trouble trouble on on more more than than

one one occasion. occasion. ndy ndy wishes wishes that that atrickatrick would would learn learn to to lighten lighten up. up. ““AA PP He’He’s s

a a good good managermanager, , but but he he needs needs to to recognize recognize that that some some things things just just aren’t aren’t

that that important,” important,” says says AndyAndy..

AAndy’ndy’s s approach approach to to his his managers managers is is that that of of a a teacher teacher and and coach. coach. HHe e

is is always always trying trying to to help help them them improve. improve. e e sees sees part part of of his his responsibilresponsibilHH --

ity ity as as teaching teaching them them every every aspect aspect of of the the restaurant restaurant business. business. AAndy’ndy’s s

stated stated goal goal is is that that he he wants wants his his managers managers to to be be ““AA” ” players players when when

they they leave leave his his business business to to take take on on jobs jobs elsewhere. elsewhere. ing ing people people HHelpelp

to to become become the the best best they they can can be be is is ndy’ndy’s s goal goal for for his his restaurantrestaurant AA

employees.employees.

AA AAlthough lthough ndy ndy works works 12 12 hours hours a a dayday, , he he spends spends little little time time analyzing analyzing

the the numbers. numbers. e e does does not not think think about about ways ways to to improve improve his his profitprofit HH

margin margin by by cutting cutting corners, corners, raising raising an an item item price price here, here, or or cutting cutting qualqual--

ity ity there. there. ndy ndy says, says, ““ t’t’s s like like this: this: The The other other night night got got a a call call from from AA II II

someone someone who who said said they they wanted wanted to to come come in in with with a a group group and and wonwon--

dered dered if if they they could could bring bring along along a a cake. cake. II said said ‘yes’ ‘yes’ with with oneone

stipulation.stipulation. . . . . .. I I get get a a piece! piece! Well, Well, the the people people came came and and spent spent a a lotlot

of of moneymoney. . Then Then they they told told me me that that they they had had actually actually wanted wanted to to go go to to

another another restaurant, restaurant, but but the the other other place place would would not not allow allow them them toto

bring bring in in their their own own cake.” cake.” y y believes believes very very strongly strongly in in his his approach. approach. AAndnd

““YYou ou get get business business by by being being what what you you should should be.” be.” ompared ompared with with CC

other other restaurants, restaurants, his his restaurant restaurant is is doing doing quite quite well. well. lthough lthough many many AA

places places are are happy happy to to net net 5%–7% 5%–7% profit, profit, AAndy’ndy’s s IItalian talian restaurant restaurant nets nets

30% 30% profit, profit, year year in in and and year year out.out.

(Continued)(Continued)

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QuestionsQuestions

1.1. What What accounts accounts for for ndy’ndy’s s success success in in the the restaurant restaurant business?business?AA

2.2. From From a a skills skills perspective, perspective, how how would would you you describe describe the the three three managmanag--

ers, ers, KellyKelly, , anielle, anielle, and and atrick? atrick? What What does does each each of of them them need need to to dodoDD PP

to to improve improve his his or or her her skills?skills?

3.3. HH AAow ow would would you you describe describe ndy’ndy’s s competencies? competencies? ndy’ndy’s s leaderleaderDDoes oes AA --

ship ship suggest suggest that that one one does does not not need need all all three three skills skills in in order order toto

be be effective?effective?

LEADERSHIP LEADERSHIP INSTRUMENTINSTRUMENT __________________________________________________

Many Many questionnaires questionnaires assess assess an an individual’individual’s s skills skills for for leadership.leadership. A A quickquick search search of of the the Internet Internet provides provides a a host host of of these these questionnaires.questionnaires. Almost Almost alall l ofof them them are are designed designed to to be be used used in in training training and and development development to to give give people people a a feel feel for for their their leadership leadership abilities.abilities. S Sururveys veys have have been been used used for for years years to to help help people people understand understand and and improve improve their their leadership leadership style,style, but but most most questionquestion-- naires naires are are not not used used in in rresearch esearch because because they they have have not not been been tested tested for for reliabilreliabil-- ity ity and and validitvalidityy.. Nevertheless, Nevertheless, they they are are useful useful as as self-help self-help instruments instruments becausebecause they they provide provide specific specific information information to to people people about about their their leadership leadership skills.skills.

In In this this chapterchapter,, we we present present a a cocomprehensive mprehensive skills skills model model that that is is based based on on many many empirical empirical studies studies of of leaders’leaders’ skills. skills. Although Although the the questionnaires questionnaires usedused in in these these studies studies are are highly highly reliable reliable and and are are valid valid instruments,instruments, they they are are not not suitable suitable for for our our more more pragmatic pragmatic discussion discussion of of leadership leadership in in this this text.text. In In essence,essence, they they are are too too complex complex and and involved.involved. For For example,example, Mumford, Mumford, Zacc Zaccaroaro,, Harding,Harding, et etal.al. (2000) (2000) used used measures measures that that incincluded luded open-ended open-ended responsesresponses and and ververy y sophisticated sophisticated scoring scoring procedures.procedures. Though Though criticalcritically ly important important ffor or validating validating the the model,model, these these complicated complicated measures measures are are less less valuable valuable as as self-self- instruction instruction questionnaires.questionnaires.

A A skills skills inventorinventory y is is provided provided in in the the next next section section to to assist assist you you in in underunder-- standing standing how how leadership leadership skills skills arare e measured measured and and what what your your oown wn skills skills might might be.be. Y Your our scores scores on on the the invinventorentory y will will give give you you a a sense sense of of your your ownown leadership leadership competencies.competencies. Y You ou may may be be strong strong in in all all three three skills,skills, or or you you maymay be be stronger stronger in in sosome me skills skills than than in in others.others. The The questionnaire questionnaire will will give give youyou a a sense sense of of your your own own skills skills prprofile.ofile. If If you you are are strstronger onger in in one one skill skill andand weaker weaker in in anotheranother,, this this may may help help you you determine determine where where you you want want toto improve improve in in the the futurefuture..

(C(Continued)ontinued)

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Skills Skills InventoryInventory

Instructions:Instructions: R Read ead each each item item carefully carefully and and decide decide whether whether the the item item describes describes

you you as as a a person. person. ndicate ndicate your your response response to to each each item item by by circling circling one one of of the the five five II

numbers numbers to to the the right right of of each each item.item.

Key: Key: 1 1 == N Notot 2 2 == S Seldomeldom 3 3 == O Occasionallyccasionally 4 4 == S Somewhatomewhat 5 5 == VVeryery

truetrue truetrue true true true true tt ruerue

1.1. enj enjoy oy getting getting into into the the details details of of how how things things work.work. 1 1 2 2 3 3 4 4 55 I I

2.2. s s a a rule, rule, adapting adapting ideas ideas to to people’people’s s needs needs is is easy easy for for me.me. 1 1 2 2 3 3 4 4 55 A A

3.3. enjoy enjoy working working with with abstract abstract ideas.ideas. 1 1 2 2 3 3 4 4 55 I I

4.4. TTechnical echnical things things fascinate fascinate me.me. 1 1 2 2 3 3 4 4 55

5.5. Being Being able able to to understand understand others others is is the the most most importantimportant

part part of of my my work.work. 1 1 2 2 3 3 4 4 55

6.6. eeing eeing the the big big picture picture comes comes easy easy for for me.me. 1 1 2 2 3 3 4 4 55 S S

7.7. ne ne of of my my skills skills is is being being good good at at making making things things work.work. 1 1 2 2 3 3 4 4 55 O O

8.8. My My main main concern concern is is to to have have a a supportive supportive communication communication climate.climate. 1 1 2 2 3 3 4 4 55

9.9. am am intrigued intrigued by by complex complex organizational organizational problems.problems. 1 1 2 2 3 3 4 4 55 I I

10.10. Following Following directions directions and and filling filling out out forms forms comes comes easily easily for for me.me. 1 1 2 2 3 3 4 4 55

11.11. Understanding Understanding the the social social fabric fabric of of the the organization organization isis

important important to to me.me. 1 1 2 2 3 3 4 4 55

12. 12. I I would would enjoy enjoy working working out out strategies strategies for for my my organization’organization’s s growth.growth. 11 22 33 4 4 55

13.13. am am good good at at completing completing the the things things I’ve I’ve been been assigned assigned to to do.do. 1 1 2 2 3 3 4 4 55 I I

14.14. Getting Getting all all parties parties to to work work together together is is a a challenge challenge I I enjoyenjoy.. 1 1 2 2 3 3 4 4 55

15.15. reating reating a a mission mission statement statement is is rewarding rewarding work.work. 1 1 2 2 3 3 4 4 55 C C

16.16. understand understand how how to to do do the the basic basic things things required required of of me.me. 1 1 2 2 3 3 4 4 55 I I

17. 17. I I am am concerned concerned with with how how my my decisions decisions affect affect the the lives lives of of others.others. 1 1 2 2 3 3 4 4 55

18.18. Thinking Thinking about about organizational organizational values values and and philosophyphilosophy

appeals appeals to to me.me. 1 1 2 2 3 3 4 4 55

ScoringScoring

The The skills skills inventory inventory is is designed designed to to measure measure three three broad broad types types of of leadership leadership

skills: skills: technical, technical, human, human, and and conceptual. conceptual. core core the the questionnaire questionnaire by by doing doing the the SS

following. following. First, First, sum sum the the responses responses on on items items 1, 1, 4, 4, 7, 7, 10, 10, 13, 13, and and 16. 16. This This is is your your

technical technical skill skill score. score. econd, econd, sum sum the the responses responses on on items items 2, 2, 5, 5, 8, 8, 11, 11, 14, 14, and and 17. 17. SS

This This is is your your human human skill skill score. score. Third, Third, sum sum the the responses responses on on items items 3, 3, 6, 6, 9, 9, 12, 12, 15, 15,

and and 18. 18. This This is is your your conceptual conceptual skill skill score.score.

TTotal otal scores: scores: TTechnical echnical skill skill ____________ HHuman uman skill skill ______ ______ onceptual onceptual skill skill ____________CC

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Scoring Scoring InterpretationInterpretation

23–3023–30 igh igh angeange H H RR

14–2214–22 Moderate Moderate angeange RR

6–136–13 Low Low angeange RR

The The scores scores you you received received on on the the skills skills inventory inventory provide provide information information about about your your

leadership leadership skills skills in in three three areas. areas. By By comparing comparing the the differences differences between between your your

scores, scores, you you can can determine determine where where you you have have leadership leadership strengths strengths and and whewhere re

you you have have leadership leadership weaknesses. weaknesses. YYour our scores scores also also point point toward toward the the level level ofof

management management for for which which you you might might be be most most suited.suited.

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SUMMARSUMMARYY ______________________________________________________________________________

The The skills skills approach approach is is a a leader-centered leader-centered perspectivperspective e that that emphasizes emphasizes the the competencies competencies of of leaders.leaders. It It is is best best represented represented in in the the earlearly y work work of of Katz Katz (1955) (1955) on on the the and and the the more more recent recent wwork ork of of Mumford Mumford three-skill three-skill approach approach and and his his colleagues colleagues (Mumford,(Mumford, Zaccaro, Zaccaro, Harding, Harding, etal., etal., 2000), 2000), who who initiated initiated the the development development of of a a comprehensive comprehensive skills skills model model of of leadeleadership.rship.

In In the the three-skill three-skill approach,approach, effective effective leadership leadership depends depends on on three three basic basic perper-- sonal sonal skills:skills: technical, technical, human, human, and and conceptual.conceptual. Although Although all all three three skills skills are are important important for for leaders,leaders, the the imporimportance tance of of each each skill skill varies varies betbetween ween managemanage-- ment ment levels.levels. At At lower lower management management levels,levels, technical technical and and human human skills skills are are most most important.important. For For middle middle managers,managers, the the three three different different skills skills are are equally equally important.important. At At upper upper management management levels,levels, conceptual conceptual and and human human skills skills are are most most important,important, and and tectechnical hnical skills skills become become less less important.important. Leaders Leaders are are more more effective effective when when their their skills skills match match their their management management level.level.

In In the the 1990s,1990s, the the skills skills model model was was developed developed to to explain explain the the ccapabilities apabilities (knowledge (knowledge and and skills) skills) that that make make effective effective leadership leadership possible.possible. Far Far mormore e comcom-- plex plex than than Katz’Katz’s s paradigm,paradigm, this this model model delineated delineated five five components components of of effective effective leader leader performance: performance: competencies,competencies, individual individual attrattributes,ibutes, leadership leadership outcomes,outcomes, career career experiences,experiences, and and environmental environmental influences.influences. The The leader leader competencies competencies at at the the heart heart of of the the model model are are problem-solving problem-solving skills,skills, social social judgment judgment skills,skills, and and knowledge.knowledge. These These competencies competencies are are dirdirectly ectly affaffected ected by by the the leader’leader’s s individual individual attributes,attributes, which which incinclude lude the the leaderleader’’s s general general cognitive cognitive abilitabilityy,, cr cryystallized stallized cognitive cognitive abilityability,, motivation, motivation, and and personalitpersonalityy.. The The leaderleader’’s s competencies competencies arare e also also affected affected by by his his or or her her career career experiences experiences and and the the environment.environment. The The model model popostulates stulates that that effective effective problem problem solving solving and and performance performance ccan an be be explained explained by by the the leader’leader’s s basic basic competencies competencies and and that that these these competencies competencies are are in in turn turn affected affected by by the the leader’leader’s s attributes,attributes, experience, experience, and and environment.environment.

There There are are several several strengths strengths in in coconceptualizing nceptualizing leadership leadership ffrom rom a a skills skills perper-- spective.spective. First, First, it it is is a a leader-centered leader-centered model model that that stresses stresses the the importance importance of of the the leader’leader’s s abilities,abilities, and and it it places places learned learned skills skills at at the the center center of of effective effective leadership leadership performance.performance. S Second,econd, the the skills skills approach approach describes describes leadership leadership in in such such a a way way that that it it makes makes it it available available to to evereveryone.yone. S Skills kills are are competencies competencies that that we we all all can can learn learn to to develop develop and and improve.improve. Third,Third, the the skilskills ls approach approach provides provides a a sophisticated sophisticated map map that that explains explains how how effective effective leadership leadership performance performance can can be be achieved.achieved. Based Based on on the the model,model, researchers researchers can can develop develop complex complex plans plans for for studying studying the the leadership leadership process.process. Last, Last, this this approach approach provides provides a a structure structure for for leadership leadership education education and and development development programs programs that that include include creative creative probprob-- lem lem solving,solving, conflict conflict resolution,resolution, listening, listening, and and teamwork.teamwork.

In In addition addition to to the the positive positive features,features, there there are are some some negative negative aspects aspects to to the the skills skills approach.approach. F First,irst, the the breadth breadth of of the the model model seems seems to to extend extend beyond beyond the the