《管理学与领导力》（英文版） Management and Leadership in Organizations YTP 111

Management and Leadership in Organizations YTP 111 Basic Ideas of Management and Leadership, cont Lecture 3 21th February, 2005

Management and Leadership in Organizations YTP 111 Basic Ideas of Management and Leadership, cont. Lecture 3 21th February, 2005

Skills Approach Definition: the ability to use ones knowledge and competencies to accomplish a set of goals or objectives Katz: the things, the people, the concepts

Skills Approach ◼ Definition: the ability to use one’s knowledge and competencies to accomplish a set of goals or objectives ◼ Katz: the things, the people, the concepts

Skills Model of Leadership INDIVIDUAL COMPETENCIES LEADERSHIP ATTRIBUTES OUTCOMES General Cognitive Problem Solving Effective abilities Skills Problem solving Crystallized Cognitive Social Judgment and abilities Skills Performance Motivation Knowledge Personality Career Experiences Environmental Influences

Skills Model of Leadership INDIVIDUAL ATTRIBUTES COMPETENCIES LEADERSHIP OUTCOMES General Cognitive Abilities Crystallized Cognitive Abilities Motivation Personality Problem Solving Skills Social Judgment Skills Knowledge Effective Problem Solving and Performance Career Experiences Environmental Influences

Skills Model of Leadership General cognitive ability perceptual processing information processing, general reasoning skills, creative and divergent thinking capacities and memory skills intelligence, often linked to biology Crystallized cognitive ability intellectual ability that is learned or acquired over time

Skills Model of Leadership ◼ General cognitive ability ◼ perceptual processing, information processing, general reasoning skills, creative and divergent thinking capacities and memory skills ◼ intelligence, often linked to biology ◼ Crystallized cognitive ability ◼ intellectual ability that is learned or acquired over time

Skills Model of Leadership Motivation must be willing and motivated to tackle complex organizational problems must be willing to express dominance must be committed to the social good of the organization Personality psychological trait theory Vs. identity

Skills Model of Leadership ◼ Motivation ◼ must be willing and motivated to tackle complex organizational problems ◼ must be willing to express dominance ◼ must be committed to the social good of the organization ◼ Personality ◼ psychological trait theory vs. identity

Skills Model of Leadership Problem solving skills creative ability to solve new and unusual ill-defined organizational problems Social judgment skills capacity to understand people and social systems perspective taking, social perceptiveness, behavioral flexibility, social performance

Skills Model of Leadership ◼ Problem solving skills ◼ creative ability to solve new and unusual, ill-defined organizational problems ◼ Social judgment skills ◼ capacity to understand people and social systems ◼ perspective taking, social perceptiveness, behavioral flexibility, social performance

Skills Model of Leadership Knowledge accumulation of information and the mental structures used to organize that information a semantic innovation

Skills Model of Leadership ◼ Knowledge ◼ accumulation of information and the mental structures used to organize that information ◼ semantic innovation

Skills Model of Leadership Effective problem solving the originality and the quality of expressed solutions to problem situations Performance the duties to which s/he has been assigned

Skills Model of Leadership ◼ Effective problem solving ◼ the originality and the quality of expressed solutions to problem situations ◼ Performance ◼ the duties to which s/he has been assigned

Skills Model of Leadership ■ Career experiences challenging job assignments, mentoring appropriate training hands-on experience in solving new and unusual problems a Environmental influences the level of skill of subordinates

Skills Model of Leadership ◼ Career experiences ◼ challenging job assignments, mentoring, appropriate training, hands-on experience in solving new and unusual problems ◼ Environmental influences ◼ the level of skill of subordinates

Style approach Emphasizes the behavior of leader TWo kinds of behavior task behaviors (help group members to achieve their goals and relationship behaviors(help subordinates feel comfortable with themselves with each other and with the situation) Style studies since late 1940s

Style Approach ◼ Emphasizes the behavior of leader ◼ Two kinds of behavior: task behaviors (help group members to achieve their goals) and relationship behaviors (help subordinates feel comfortable with themselves, with each other, and with the situation) ◼ Style studies since late 1940’s