The skills approach to leadership focuses on the abilities, knowledge, and skills that can be developed to become an effective leader. It identifies three main skills needed for leadership: technical skills involving hands-on work, human skills for working with people, and conceptual skills for working with ideas. The importance of each skill varies by management level. The skills approach also considers how leaders' attributes, career experiences, and environmental factors influence their acquired skills and leadership performance. While providing a framework for leadership development, the skills approach has been criticized for not fully explaining variations in leadership performance and including some trait-like attributes.

1. SKILLS APPROACH TO
LEADERSHIP
A PRESENTATION BY GROUP II

2. GROUP MEMBERS
Felix Jonas 170100575
Fridah Magedi 170100606
Auscar Banda 170100573
Limbikani Mchara 170100582
Raphael Jeremiah 170100580

3. Introduction
 Leadership skills refers to the ability to use one’s knowledge and
competencies to accomplish a set of goals and objectives
 It focuses on the belief that certain abilities, knowledge and skills can be
learned or developed and are important to leadership
 This theory evaluates the success of a leader on the basis of what they can
accomplish
 The three main skills needed for leadership according to this theory are
technical, human and conceptual.

4. Introduction continued…
 A leaders attributes, personality and cognitive abilities influence their
acquired skills and knowledge.
 The individual attributes and skills of a leader are influenced by their past
career experiences.
 On the other hand, the leaders attributes, skills and performance are all
influenced by environmental factors outside the control of the leader.

5. Three-skill Approach
 For effective administration, leaders must possess three personal skills
which include technical, human & conceptual skills(Katz, 1955).
 Level of importance of each of these skills differ according to the level
of management.

6. Three-skill Approach- Technical Skills
 Here, leaders are knowledge about and proficiency in a specific type of
work or activity(Northouse, 2019)
 Also refer to knowledge about and ability to work with things(Katz, 1955)
 Include competencies in a specialized area, analytical ability, and the
ability to use appropriate tools and techniques (Katz, 1955)
 Involve a hands-on activity with a basic product or process within an
organization
 Play an essential role in producing the actual products a company is
designed to produce.
 Most important at lower and middle levels of management.

7. Three-skill Approach- Human Skills
 Are knowledge about and ability to work with people(Northouse, 2019)
 also means being aware of one’s own perspective on issues and, at the
same time, being aware of the perspective of others(Katz, 1955)
 Help a leader to work effectively with followers, peers, and superiors to
accomplish the organization’s goals
 Allow a leader to assist group members in working cooperatively as a
group to achieve common goals
 Leaders with human skills adapt their own ideas to those of others.

8. Human Skills Continued…
 Furthermore, they create an atmosphere of trust where employees can feel
comfortable and secure and where they can feel encouraged to become
involved in the planning of things that will affect them.
 Being a leader with human skills means being sensitive to the needs and
motivations of others and taking into account others’ needs in one’s
decision making.
 In short, human skills are the capacity to get along with others as you go
about your work.
 Human skills are important at all management levels in an organization.

9. Three-skill Approach- Conceptual Skills
 These are abilities to work with ideas and concepts(Northouse, 2019).
 A leader with conceptual skills is comfortable talking about the ideas that shape
an organization and the intricacies involved.
 He or she is good at putting the company’s goals into words and can
understand and express the economic principles that affect the company.
 He or she also works easily with abstractions and hypothetical notions.
 Conceptual skills have to do with the mental work of shaping the meaning of
organizational or policy issues.
 Are most important at top management level

10. SKILLS APPROACH MODELS
 Leadership capacities can be developed over time thru education and
experience.
 The models examines relationship between leader’s knowledge and
skills and the leader’s performance.
 The skills model is composed of; i). Competencies
ii). Individual attributes
iii). Leadership outcomes
iv). Career experiences
v). Environmental influences

11. SKILLS APPROACH MODELS- Competences
 There are three main competencies here;  Problem solving skills
 Social judgement skills
 Knowledge.

12. Competences Continued…
Problem Solving Skills
 Leader’s creative ability to solve new and unusual, ill-defined
organizational problems.
 Being able to construct solutions
Social Judgement Skills
 Capacity to understand people and social system and being able to
work with others to solve problems.
 There are four social skills;

13. Competences Continued…
Social Judgement Skills continued…
 (a) perspective taking- Understanding the attitude that others have towards
particular problems or solutions
 (b) social perceptiveness- Insight and awareness on how others function/
respond to proposed change.
 (c) Behavioral flexibility- Capacity to change and adapt one’s behavior.
 (d) Social Performance- Leaders coach followers, give them direction and
support.
Knowledge
 Application and implementation of problem solving skills in organizations.
 Becoming expert.

14. SKILLS APPROACH MODELS- Individual Attributes
1). General Cognitive Ability
 This is person’s intelligence
 It contains:
 Perceptual processing, information processing, general reasoning skills,
creative and divergent thinking, and memory skills.
2). Crystalized Cognitive Ability
 Intellectual ability learned or acquired over time.
 Being able to comprehend complex information

15. Individual Attributes Continued…
3). Motivation
 (a) willingness- Willing to tackle complex organizational problems.
 (b) dominance- Able to exert influence.
 (c) social good- Taking responsibility of trying to advance the overall
human good and value of the organization.
4). Personality
 E.g. openness, tolerance and curiosity.

16. SKILLS APPROACH MODELS- Leadership Outcomes
(1). Effective problem solving
 Creating logical, effective and unique solutions.
(2). Performance
 How well the leader has done his or her job.

17. SKILLS APPROACH MODELS- Career Experiences
 Help leaders to improve their skills and knowledge over time.
 Skills and knowledge are shaped by career experiences.

18. SKILLS APPROACH MODELS- Environmental Influences
Factors outside leader’s competencies, characteristics and
experience.
1). Internal environmental influences. E.g. technology, facilities
and expertise of subordinates.
2). External environmental influences, e.g. economic, political,
social issues and natural disasters.

19. SKILLS APPROACH- Strengths
 It is leader-centered model which stresses the importance of developing a
particular skills. It is the first approach to conceptualize and create a structure
of process of leadership around skills. This lead to placement of learnt skills at
the center of effective leadership performance at all levels.
 It is intuitively appealing: Leadership in terms of skills is made available to
everyone. This means that the skills can be learned. When leadership is framed
as a set of skills, it becomes a process that people can study and practice to
become better at performing their jobs

20. Strengths Continued…
 It is consistent with the curricula of most leadership education
programs. The skills approach provide a structure that help to frame the
curricula of leadership education and development programs.
 It provide an expansive view of leadership that incorporates a
variety of component: the components include individual attributes,
judgement skills and knowledge. Because it includes so many variables,
the skills approach can capture many of the complexities of leadership.

21. SKILLS APPROACH- Weaknesses
 The skills extend beyond the boundaries of leadership: The inclusion
of motivation, critical thinking, personality and conflict resolution, the
approach addresses more than just leadership. Therefore it becomes
more general and less in explaining leadership performance
 The approach is weak in predictive value: it does not explain how
variations in social judgement skills and problem-solving skills affects
performance, it is faulted as it does not explain how the skills lead to
effective leadership performance.

22. Weaknesses Continued…
 It has elements which are trait-like: the skills approach is criticized for
claiming not to be trait model when in fact major component in the model
includes individual attributes, which are trait-like. Personal attributes
explained by this approach are also considered as trait variables. This shifts
the model away from being strictly a skills approach
 May not suitably applied to other context of leadership: the approach
was constructed is armed services setting as such it raises questions as to
whether the results can be generalized to other organizational setting.

23. SKILLS APPROACH- Applications
o The principles of the skills approaches can be applied to the leaders and their
situations, they are applicable to leaders at all levels in the organization.
o The human skill approach can be used by the leaders to avoid negative
comments to their juniors which can have a demoralizing effects on the team.
o The conceptual skills approach can be applied by the leaders to be creative,
visionary and be able to solve problems and resolve conflicts , since the
conceptual skill requires one to know what the company stands for and where it's
going.
o The skills approach can also be applied in identifying strengths weaknesses in
regard to the technical, human and conceptual skills.