The skills approach is a theory that focuses on the abilities needed by leaders as opposed to their personality traits. In 1955, Robert Katz introduced the three-skill approach. According to Katz, there are three basic skills involved in leadership: technical skill (the ability to do a particular job), human skill (the ability to work with people) and conceptual skill (the ability to work with ideas). At the lower levels of an organization, managers find technical and human skills to be most important. At the upper levels of management, conceptual skills and human skills are needed. All three skills are required for effectiveness at the level of middle management (Northouse 53). In the 1990s, researchers developed a five-component model of leadership. The components in the model are: competencies, individual attributes, leadership outcomes, career experiences and environmental influences (Northouse 65). According to the model, leaders need to have three competencies (problem-solving skills, social judgment skills and knowledge). These competencies are impacted by the leader's individual attributes (general cognitive abilities, crystallized cognitive abilities, motivation and personality) as well as by career experiences and the environment. Effectiveness in these various components results in positive leadership outcomes.
The skills approach provides a guideline for leaders to follow. It shows the skills that leaders need to have and thus helps leaders understand the areas where they need improvement. One of the strengths of the approach is found in how it shows the true complexities of leadership (Northouse 54). Another strength is found in how the approach emphasizes skills as opposed to personality traits. The approach shows that people can become better leaders through training, practice and experience (Northouse 54). One of the weaknesses of the skills approach is its effort to encompass too many elements. This results ...