The skills approach emphasizes skills that people are able to acquire and develop. The style approach focuses on the behavior of the leader. The skills approach is a leader-centered perspective.
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Original Title
chapter 3 and 4 leadership reflection paper pearis
The skills approach emphasizes skills that people are able to acquire and develop. The style approach focuses on the behavior of the leader. The skills approach is a leader-centered perspective.
The skills approach emphasizes skills that people are able to acquire and develop. The style approach focuses on the behavior of the leader. The skills approach is a leader-centered perspective.
Running Head: REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
LEA- 201 Reflection Paper: The Skills and Style Approaches Professor Jarvis September 15, 2014 Pearis L. Bellamy
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
Introduction In chapters three and four of Leadership: Theory and Practice by Peter G. Northouse, he discusses two other approaches to leadership. In chapter three, he describes the skills approach to leadership. The skills approach is a leader-centered perspective that emphasizes skills and abilities that people are able to acquire and develop. Peter G. Northouse references two specific studies on leadership using the skills approach. The first study was performed by Robert Katz. Robert Katz identified three skills that ranged in importance based on the individuals level in an organization. The three skills were human, technical and conceptual skills. Mumford and his colleagues furthered Robert Katzs research and identified five components of their skill based model: competencies, individual attributes, leadership outcomes career experiences and environmental influences. The text further explores the strengths and criticisms of the skills approach. In chapter four, the style approach is discussed. Peter G. Northouse describes the style approach as an approach that focuses on the behavior of the leader. Researchers have concluded that leadership is made up of two kinds of behavior: task behaviors and relationship behaviors. The text references the Ohio State Studies, the University of Michigan Studies and the Blake and Moutons Managerial Leadership Grid and their impact on the style approach of studying leadership. Peter G. Northouse also notes the strengths and criticisms of the style approach. In class, Professor Jarvis provided the class with another Jarvisism and shared a personal story. This week I was able to reflect on Professor Jarviss advice and analyze my leadership in terms of the skills and style approaches. The Skills Approach The text noted that the skills approach is a unique approach because this approach emphasizes skills that can be learned and developed. Robert Katz proposed the three skill
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
approach. He selected three basic skills that are crucial to leadership. The first skill is technical skill. Peter G. Northouse describes technical skill as knowledge about and proficiency in a specific type of work or activity (Northouse, 2012). Technical skills are most important for supervisory or middle management and are not as crucial for top management. Human skills are described as knowledge about and ability to work with people (Northouse, 2012). This skill is crucial to all parts of management. Conceptual skill is the ability to work with ideas and concepts (Northouse, 2012). Robert Katz noted this as most important to middle and top management. I feel that the three skills approach makes sense. At different levels of management there are skills that are more important than others. For example, at my job, the managers did not know the technical skill required to perform my job or other lower level jobs. This was because they were rarely, if ever, called on to perform such tasks. However, they needed human and conceptual skills to be able to work with employees and come up with ideas to make the water resort better. Another model for the skills approach was created by Mumford and his colleagues. They worked with 1,800 officers in the army. Peter G. Northouse, describes their goal when he says, The researchers main goal was to explain the underlying elements of effective performance (Northouse, 2012). Mumford identified five components of leader performance. These components were competencies, individual attributes, leadership outcomes, career experience and environmental influences. Peter G. Northouse describes four individual attributes that are apart of Mumfords model. These attributes include general cognitive ability, crystallized cognitive ability, motivation and personality. The competencies portion of the model is comprised of problem- solving skills, social judgment skills and knowledge. The leadership outcomes are effective problem solving and performance and are directly influenced by the competencies of the leader. The text says career experiences have an impact on the
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
characteristics and competencies of leaders (Northouse, 2012). The experience that a leader has through his or her career can impact their skills. Lastly, environmental influences are described as factors that lie outside the leaders competencies, characteristics and experiences (Northouse, 2012). I feel that this model is true in most instances (Northouse, 2012). For example, after working in a customer service industry for over a year, I was able to take that career experience and apply it to when I worked at a school. The ability to calmly talk to upset people allowed me to be able to console the children at my job and any disagreeable parents. My leadership at my second job was influenced by the skills I had developed from my experience at my first job. The skills approach is praised for stressing the importance of leadership skills, being naturally appealing and incorporating many components that can be divided into various subcomponents. However, some criticize the skills approach because this approach goes beyond the ideas of leadership and ventures into cognitive psychology. Also, Peter G. Northouse says, The skills model is weak in predictive value (Northouse, 2012). Another criticism identified in the book is the similarity of the individual attributes to the trait model which the skills approach is claimed to be different from. The final criticism noted in the book is that this approach is not always best in different contexts. I feel that the skills approach is an intriguing way to look at leadership. As a psychology major, I feel that it is a positive that this approach involves psychology. Psychology is crucial in understanding all people so therefore psychology would be vital to understanding leadership. There are many branches of research that will overlap and that is not necessarily an issue. The world is comprised of many ideas and sciences that work together to make the world we have today. Therefore, there is constant overlap with various sciences and research when trying to understand ideas like leadership.
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
The Style Approach
The style approach focuses on a leaders behavior. Researches have divided leadership into task behaviors and relationship behaviors. The text says, Task behaviors facilitate goal accomplishment. While, Relationship behaviors help subordinates feel comfortable with themselves, with each other, and with situations in which they may find themselves (Northouse, 2012). The Ohio State Studies identified initiating structure and consideration as leadership behaviors. Initiating structure and task behaviors are almost synonymous as are consideration and relationship behaviors. In the University of Michigan Studies, researchers also identified two leadership behaviors. Those behaviors are employee orientation and production orientation. Employee orientation is when employers deal with employees with a focus on human relations. In contrast, production orientation is when the technical and production parts of a job are emphasized. The last study mentioned in the text is the Blake and Moutons Managerial (Leadership) Grid. This grid ranges from one to nine. One is the minimum and nine is the maximum. The horizontal axis identifies the leaders concern for results. The vertical axis identifies the leaders concern for people. The text notes five types of leadership styles: authority-compliance (9, 1), country club management (1, 9), impoverished management (1, 1), middle of the road management (5, 5) and team management (9, 9). Essentially, authority -compliance is a style in reach people are merely seen as a means of production. The country club management style is focused almost entirely on the feelings and attitudes of the people with negligible concern for production. Impoverished management is a style in which neither the concerns for production or people are taken into consideration. Middle of the road management is a style in which the concerns of the people and the concerns of the job are balanced and both
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
intermediate. Team management is a style that emphasizes both the tasks of the job and the emotions of the people. The text also describes paternalism/ maternalism and opportunism. Paternalism and maternalism are leaders who separated 1, 9 and 9, 1 styles but use both in the leadership practices. They are often referred to as fatherly or motherly by their followers. Opportunism is a leadership style where the leader works in his or her best interest (Northouse, 2012). I feel as though this approach also makes sense. There are different styles of leaders. For example, Professor Jarvis told us about how he takes care of his people. Whether in the army or in the classroom, he takes care of his people. He pushes those under his command to be the best of their abilities. Every time, I visit Professor Jarvis he has students returning that call him Dad and have nothing but positive attributes to describe him. Therefore, after reading the text, I identified his style of leadership as an example of paternalism. Also, Google uses the Team Management style of leadership. The company cares about their employees and has gyms and restaurants to make their jobs more comfortable. However, they require the best of the best and that is why they are a leading company in the global market. Jarvisisms, Advice and Personal Stories This week, Professor Jarvis provided us with the third Jarvisism. This Jarvisism states that Sleep is the cousin of death (Jarvis, 2014). I feel this means that when you have something great to do that may require you to not sleep. You must be willing to make that sacrifice because if not your dream or idea could die because of your lack of sacrifice. I know that this is true for me. When I was working two jobs during the school year, I had to sacrifice sleep in order to do everything I had to do to be successful. Looking back, I am happy I made that sacrifice because now I am here at Hampton University. Professor Jarvis also encouraged us to be brave and be willing to sacrifice for the benefit of the group. I want to be a leader that is
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
willing to make sacrifices so that their dream, ideas and organizations can survive. I want to be a leader who takes responsibility for my life and is willing to work hard for what I want. In class, Professor Jarvis shared a personal story about how he and his family survived an accident. I was truly inspired by his story and how despite being connected to many machines he wanted to see his family. That is being a leader to me. Someone that is more concerned about the people that depend on him or her than his or herself. That is admirable to me. I want to be a leader who cares about my people and is not just concerned with myself. Conclusion This weeks lesson made me aware of the skills I hope to have as an effective leader and the main style of leadership I would like to use. Professor Jarviss lesson this week also made me realize the importance of sacrifice in achieving a goal. Also, I realized that a leader must be concerned with the people who depend on him or her. A true leader cares about not only his or herself but others.
REFLECTION PAPER: THE SKILLS AND STYLE APPROACHES
Reference List Jarvis, R. (2014, September) Defining Leadership. Class. Lecture conducted from Hampton University, Hampton, VA. Northouse, P.G. (2012). Leadership: Theory and Practice (6th ed.). Sage Publications.