This week’s lecture dealt with the theories associated to the skills approach to leadership. The skills approach can be thought of as very similar to the trait theory. In it we use some characteristics from a person to determine their leadership strength. The main difference between these two approaches to understanding leadership is that, while trait theory discusses personality characteristics in people, skills theory focuses on skills and abilities that these people possess. Robert Kratz proposed a model for skills theory in 1955. It was called “Skills of an effective Administrator” and recognizes that there are three skills that a manager should possess. These three skills are technical skills, human skills, and conceptual skills. Technical competence encompasses the knowledge, dexterity and expertise that a person brings with them to their job and that are integral to help him accomplish the task that he is assigned. This type of competence can come from a formal education, on-the-job training and/or personal experience. Some examples of technical proficiency can be how to use certain software packages such as Microsoft office, or Adobe Photoshop. It is not only restricted to computer and electronics use, and can also be the knowledge an accountant has on ratios and balance sheets. Some steps to building technical competencies are to first define your job, you need to know what types of tasks you will be required to complete. After that the next step is to become an expert at that job, either by receiving a formal education or gaining experience at a similar job to the one you want. Finally, the last stop to building technical competencies is to seek opportunities to use those skills but also to seek opportunities in the job itself. You do this in order to further expand your knowledge in that area and to be able to use your skills in original ways and learn new ones. Two other things that we learned in class this week was about...
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