Theory and Practice of Leadership

Introduction

Chapter 3 considers an approach to studying and applying skills-based leadership. This approach focuses on the skills, which emphasize the competencies of leaders. According to this concept, effective leadership depends on three personal skills: technical, human, and conceptual (Northouse, 2016). Leaders become more effective when all three competencies are strongly developed in them. Problem-solving and performance can be explained by the leader’s core competencies and these competencies in turn depend on the leader’s qualities, experience, and environment (Northouse, 2016). The skills-based approach describes leadership as a technique that anyone can develop.

Discussion

The approach to defining leadership through the prism of skills differs significantly from the previously studied trait leadership approach. The skills approach explains that effective leadership is based on core competencies, while the trait leadership theory considers the leader to be unique and capable of administration by nature. The skills leadership approach seems more rational and applicable. The chapter presents the skills approach fully, but the theory itself is too broad and difficult to apply in practice. I would like the chapter to provide more information on how the principles of skill leadership can be implemented in various conditions.

The theory of leadership skills helps to understand oneself and assess which competencies are more pronounced and which sides are weak. I understand that I am weak as a technical leader, as it can be difficult for me to follow well-established rules. Human leadership stands out the most for me because I always think about other people and society. The theory described in the chapter may not be effective when observing other leaders. For example, in my experience of observing leaders, the skill leadership approach is too broad to define the effectiveness of leadership. A competent leader must combine all three skills, but from the outside, it is impossible to assess how effective this internal balance is. This theory is predominantly suitable for self-esteem, as it is leader-centric.

The inventory in Chapter 3 assesses the severity of technical, conceptual, and human skills, which evaluate the effectiveness of leadership in a skill-based approach. The test examines competencies by prompting self-reflection about comfortable and uncomfortable situations. My results, presented in Appendix 1, are indicative of human and conceptual skills and a lack of technical competencies. I think the test is well-designed to reflect the actual distribution of my skills. I actually feel good about human interaction and working with conceptual ideas. In order for the test results to be applicable to practice, it would be useful to give some practical advice on developing one or another skill in oneself.

Conclusion

In conclusion, I believe that the test provided me with useful insights that will help me on my leadership path. I need to work on self-discipline in detail so that it is easier for me to follow the established norms and principles. While developing the skills of conceptual and human leadership, I should always pay attention to the technical side of the issue. The results will not fundamentally change my approach to leadership, but they allow me to look at my weaknesses and correct them in an effort to match theory with practice. I am pleased that the test revealed my strengths mainly in the human skills necessary for leadership. I will continue to develop them, but I will pay more attention to other important leadership qualities.

Reference

Northouse, P. G. (2016). Leadership: Theory and practice. (7^th ed.). SAGE Publications.

Appendix 1: Skills Inventory

1. I enjoy getting into the details of how things work. 4
2. As a rule, adapting ideas to people’s needs is easy for me. 4
3. I enjoy working with abstract ideas. 5
4. Technical things fascinate me. 3
5. Being able to understand others is the most important part of my work. 5
6. Seeing the big picture comes easy for me. 3
7. One of my skills is being good at making things work. 3
8. My main concern is to have a supportive communication climate. 5
9. I am intrigued by complex organizational problems. 4
10. Following directions and filling out forms comes easily for me. 2
11. Understanding the social fabric of the organization is important to me. 5
12. I would enjoy working out strategies for my organization’s growth. 5
13. I am good at completing the things I’ve been assigned to do. 4
14. Getting all parties to work together is a challenge I enjoy. 4
15. Creating a mission statement is rewarding work. 5
16. I understand how to do the basic things required of me. 4
17. I am concerned with how my decisions affect the lives of others. 5
18. Thinking about organizational values and philosophy appeals to me. 5
19. Technical skill score: 20.
20. Human skill score: 28.
21. Conceptual skill score: 27.