The skills approach to leadership varies greatly from the previous theories we have learned so far this semester. Instead of examining the fixed personality characteristics that individuals possess, the focus shifts to the behaviors and abilities that can be developed through training and experience (Northouse 2013). Therefore, a strong selling point for applying this approach is the concept of being able to learn leadership skills.
The three-skill approach, developed by Katz in 1955, does an excellent job of representing this theory. Northouse (2013) states that it consists of three basic skills that potentially lead to effective leadership. The first basic skill is technical skill. This relates to the knowledge or proficiency that one possesses in a specific line of work. Human skill is the second basic skill of this approach. Commonly known as “people skills,” this corresponds with one’s ability to interact and work with others. The third and final basic skill is conceptual skill. This basically describes an individual’s aptitude to work with concepts or ideas.
All three basic skills are important. However, depending on the level of management, some skills may need more attention than others. Northouse (2013) states that the basic model is divided into three levels of management: supervisory, middle, and top. Supervisory management, which is at the lower end of the management spectrum, places less emphasis on conceptual skills. This is because these individuals are more focused on completing tasks and solving problems of the physical operation of an organization. At the opposite end of the management spectrum, top management places the least amount of importance on technical skills. Presidents, executives, and other individuals at the highest level must concentrate on ideas to improve an organization. Failing to do so may jeopardize the organization and employees. Finally, middle management must place equal attention to both technical and conceptual skills. Leaders in this position are constantly communicating with lower and top management. Therefore, they must focus on the physical operation of daily challenges while also looking to the future. That being said, human skills are equally important in all levels of the management model. That is because, regardless of position, communication is a substantial aspect of running an organization.
In my internship working for a general contractor this previous summer in Washington, D.C., I was able to witness the three-skill approach firsthand. The project managers and superintendents onsite were responsible for monitoring the day-to-day activities and handling the physical operations of the project. This correlates more with supervisory management. Furthermore, the company I worked for had a regional office in the area. The regional manager was also concerned about the progress of the specific project I was working on as well as all the projects within the extent of the office. This included other projects in Washington, D.C., Virginia, and Maryland. However, the regional manager was actively and aggressively bidding on numerous projects in the area in order to obtain more work for the company. Thus, this relates more closely with middle management as the regional manager displayed both technical and conceptual skills. Finally, the headquarters of the company was located in Chicago. The top level executives and presidents positioned here focused less on the progress of each individual project across the country and more on the direction and advancement of the company as a whole. Examples of this include ideas of expanding internationally, as the company recently acquired a project in Norway. This displayed the conceptual skill in use. Additionally, it is safe to assume all levels of management communicated effectively between colleagues, signifying human skills.
Reference:
Northouse, P. G. (2013). Leadership: Theory and Practice (6th edition). Thousand Oaks, California: Sage Publications.