The document outlines essential leadership skill sets, including conceptual thinking, communication, time management, and analytical analysis, which can be developed through education and practice. It emphasizes the importance of emotional intelligence and human skills in effective leadership, highlighting how leaders must inspire and engage their teams. Additionally, it discusses the interplay between various skills and the ability to conceptualize a compelling vision to drive organizational success.

1. · Leadership Skill Sets COLLAPSE What skill sets are needed
to be an effective leader? Webster defines skill as “a developed
aptitude or ability” as oppose to a trait which is “a
distinguishing quality.” Skill sets are, therefore, a collection of
those abilities that can be developed through learning, can be
applied, and then measured or evaluated for improvement.
Effective leadership skill sets are: conceptual thinking,
communication, time management and analytical analysis. Each
of these four skill sets will be explored through a development
perspective of learning, application and measurement.
Conceptual thinking refers to the ability to think in abstract
terms, to visualize solutions and to make predictions.
Conceptual thinking is learned through out one’s educational
pursuits regardless of discipline. Indeed, an English literature
major must abstractly determine an author’s meaning while an
engineer must visualize a new structure. An effective leader
must use conceptual thinking to solve problems, predict
appropriate action strategies and create vision. (Kouzes 2017)
(Kalargyrou 2012). Conceptual thinking reviews the
environment from multiple perspectives including self,
followers and customers. This skill can be measure by
reviewing outcomes or comparing predictions to reality and may
be improved by working brain teasing puzzles or reading
thought provoking articles and books. The next skill set is
communication which refers to the leader’s ability to use
written and verbal language to clearly describe direction and
expectations. (Kalargyrou 2012). Persuasion and motivation
including courageous and difficult conversations are contained
in communication. It incorporates public speaking, testimony
and teaching, as well as the opposite, active listening. Again,
this skill is learned throughout the educational process but can
be improved upon through practice and role playing. It can be
measured by asking listeners to verbalize a summation and by

2. comparing outcomes to intention. Time management skills
refers to the effective leader’s ability to take the most finite
resource of the 24-hour day, match that against the work at hand
and maximize results. The leader must be self-aware of peak
energy levels, able to predict time needed for a project or task
and manage delegated activities. Time management can be
learned through numerous books, programs and systems and/or
self-taught through trial and error. It can be measured through
calendar review, by comparing goals to outcomes or by
interviewing staff and family. Analytical analysis is the ability
to use data to gain a greater understanding or to maintain
control. Analytical analysis in business incorporates the ability
to understand and find meaning in financial statements,
inventory control and quality control. (Kalargyrou 2012) In
science and higher education, analytical analysis incorporates
statistics and research methods. Analytical analysis is learned
through course work and mentorship and may be improved by
application, practice and review. Indeed, the evaluation of all
other skill sets rests upon this one of analytical analysis. The
beauty of effective leadership skills sets lie in their ability to be
acquired and under the leader’s control. References Kalargyrou,
V., Pescosolido, A. T., & Kalargiros, E. A. "Leadership Skills
in Management Education." Academy of Educational Leadership
Journal 164, no. 4 (2012): 39-63. Kouzes, James M. and Barry
Z. Posner. The Leadership Challenge: How to make
extraordinary things happen in organizations, Sixth Edition.
Sixth Edition. Hoboken, New Jersey: John Wiley and Sons,
2017.
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· Discussion two reply needed
06:58
· Effective Leader Skillsets COLLAPSE According to the skills
approach model presented by Toby (2018), an effective leader
relies on three basic personal skills. These are technical skills,
that is, having a high degree of competency in a particular field
or body of knowledge; human skills, the ability to get along

3. with and inspire others to form a commitment to the
organization and its goals; and conceptual skills, having the
creativity and ability to transform ideas into reality. Regarding
technical skills, “For a leader to secure commitment from
subordinates in business and political organizations, he or she
has to demonstrate extraordinary competence or other qualities
that subordinates admire” (Zaleznik, 1990, p.12). This makes
sense because people naturally gravitate toward those in their
“community” who are expert in a field and have become an
authority with respect to a set of experiences, formal or
informal learning in a field of study intellectual discipline, or
have honed physical skills or other technical skills such as a
sport or playing a musical instrument. In addition to technical
knowledge and expertise, an effective leader must be able to
communicate well and inspire his followers to be as engaged in
the common purpose as he is himself. An effective leader
conveys expectations and stirs people in a positive direction
while remaining focused himself. These human skills are tied
closely to emotional intelligence (EI). According to Mathew and
Gupda (2018), Goleman (1995), reports that “…80-90% of the
competencies that differentiate top performers are in the realm
of EI” (Mathew & Gupda, 2015, p. 76). So important is
emotional intelligence to leader performance that, Leaders are
being judged by their ability to handle themselves and the team.
A leader with vision and passion can achieve great things by
injecting enthusiasm and energy. Today leaders are expected to
guide, motivate, inspire, listen, persuade, and create
significance. Hence dealing with emotions is a crucial part of a
leaders’ success. (Mathew & Gupda, 2015, p. 75). Furthermore,
the leader must, “…create commitments that override the
immediacy of personal interests” to avoid the intrusion of
politics in human relationships” (Zaleznik, 1990, p. 19). A
study of leadership development programs used in different
social service agencies reveals other dimensions of human skills
an effective leader may want to develop. Vito (2018) cites a
unique program called “Leadership Constructed”, used by one

4. unnamed agency. That program includes the following core
skills: “self-awareness (emotional intelligence), presentation
skills (strength-based), knowledge (mentoring and building
skills), influencing others (engaging and supporting others), and
personal integrity (honesty and ethics)” (Vito, 2018, p. 257).
Note that many of the skills listed above are communication
skills. Even if a person with a leadership position has inordinate
competence and honed people skills, without a vision for a
greater purpose, the organization is likely to struggle if not
altogether fail. Self-reflection is needed to spur creative
thinking and idea generation, including seeing opportunities in
every problem. “Self-examination stimulates the imagination as
well as toughens analytical thinking” (Zaleznik, 1990, p. 8).
Leaders who dream big and push boundaries sometimes totally
transform an organization. Leadership may manifest itself
through an idea so compelling that it forces the formal structure
to change either permanently or until the idea has been pursued
to its conclusion. Leaders are not bound by a process. Indeed,
they overcome it, to establish creative programs, ideas, and
actions. (Zaleznik, 1990, p. 11). For an organization’s planned
future state to be realized, “Leaders stimulate and drive their
followers to work hard and create reality out of ideas”
(Zaleznik, 1990, p. 15). Moreover, they must “…overcome the
conflict between order and chaos with and authority legitimized
by personal magnetism and commitment to their own
undertakings and destinies” (Zaleznik, 1990, p. 16). Effective
leaders must juggle numerous nuanced skills and be able to shift
emphasis from one to another as needed to advance the goals of
the organization. Among the most important skills, however, are
technical skills, human or relational skills and the ability to
conceptualize and articulate a vision that excites the team to
give their best and work toward a common purpose. References
Mathew, Molly, and K. S. Gupta. "Transformational leadership:
Emotional intelligence." SCMS Journal of Indian
Management12, no. 2 (2015): 75-89. Toby, John Mark. (2018):
Skills and Style Leadership Approach, LEAS 830, Leadership in

5. Theory and Practice, Week 2. [slide deck for online lecture],
University of the Cumberlands, September 3, 2018. Vito,
Rosemary. "Leadership development in human services:
Variations in agency training, organizational investment,
participant satisfaction, and succession planning." Human
Service Organizations: Management, Leadership & Governance
(2018): 251-266. Zaleznik, Abraham. "The leadership gap."
Academy of Management Perspectives 4, no. 1 (1990): 7-22.