LEADERSHIP

APPROACH
SKILLS | STYLE | SITUATIONAL
MISBAHUDDIN AZZUHRI
MM. CPHR. CSRS.
NOW PLAYING BOSS VS LEADER
UNDERSTANDING APPROACH

A method of doing something or dealing with a

problem [Longman Dictionary of Contemporary English]
Cara teratur yang digunakan untuk melaksanakan
suatu pekerjaan agar tercapai sesuai dengan yang
dikehendaki [KBBI]
SKILLS APPROACH
AN OVERVIEW

Skills Approach Perspective

Three-Skill Approach (Katz, 1955)
Skills-Based Model (Mumford, et al, 2000)
How Does the Skills Approach Work?

NOW| Skills Approach

SKILLS APPROACH DESCRIPTION

NOW| Skills Approach

THREE-SKILL APPROACH
KATZ [1955]

Technical Skill
Human Skill
Conceptual Skill

NOW| Skills Approach

BASIC ADMINISTRATIVE SKILLS
KATZ [1955]

Management Skills
Necessary at Various Levels
of an Organization
Leaders need all three skills
but, skill ability/ importance
changes based on level of
management

NOW| Skills Approach

TECHNICAL SKILL

Technical skill having knowledge about and being proficient in a

specific type of work or activity.
Specialized competencies
Analytical ability
Capability to use appropriate tools and techniques
Technical skills involve hands-on ability with a product or process
Most important at lower levels of management

NOW| Skills Approach

HUMAN SKILL
Human skill having knowledge about and being able to work with
people.
Awareness of ones own perspective and others perspectives at the same
time
People skills help a leader to assist group members in working
cooperatively to achieve common goals
Creates an atmosphere of trust where members feel they can become
involved and impact decisions in the organization
Important at all levels of the organization

NOW| Skills Approach

CONCEPTUAL SKILL

Conceptual skill - the ability to do the mental work of shaping

meaning of organizational policy or issues (what company stands
for and where its going)
Works easily with abstraction and hypothetical notions
Central to creating and articulating a vision and strategic plan for an
organization
Most important at top management levels

NOW| Skills Approach

SKILLS-BASED MODEL

Skills Model Perspective

Skills-Based Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences

NOW| Skills Approach

SKILLS MODEL DESCRIPTION
MUMFORD, ZACCARO, HARDING, JACOBS, & FLEISHMAN [2000]

NOW| Skills Approach

SKILLS MODEL

Three
Components of
the Skills Model

NOW| Skills Approach

COMPETENCY SKILLS

NOW| Skills Approach

INDIVIDUAL ATTRIBUTES

NOW| Skills Approach

LEADERSHIP OUTCOMES

NOW| Skills Approach

SKILLS MODEL

Skills Model of
Leadership

NOW| Skills Approach

HOW DOES THE SKILLS APPROACH WORK?

Focus of Skills Approach

Strengths
Criticisms
Application

NOW| Skills Approach

SKILLS APPROACH

NOW| Skills Approach

STRENGTHS

First approach to conceptualize and create a structure of the process of

leadership around skills
Describing leadership in terms of skills makes leadership available to everyone
Provides an expansive view of leadership that incorporates wide variety of
components (i.e., problem-solving skills, social judgment skills)
Provides a structure consistent with leadership education programs

NOW| Skills Approach

CRITICISMS

Breadth of the skills approach appears to extend beyond the

boundaries of leadership, making it more general/less precise
Weak in predictive value; does not explain how skills lead to
effective leadership performance
Skills model includes individual attributes that are trait-like

NOW| Skills Approach

APPLICATION

The Skills Approach provides a way to delineate the skills of a leader

It is applicable to leaders at all levels within the organization
The skills inventory can provide insights into the individuals leadership
competencies
Test scores allow leaders to learn about areas in which they may wish to seek
further training

NOW| Skills Approach

 UP NEXT
STYLE APPROACH
MISBAHUDDIN AZZUHRI
MM. CPHR. CSRS.
STYLE APPROACH
AN OVERVIEW

Style Approach Perspective

Ohio State Studies
University of Michigan Studies
Blake & Moutons Leadership Grid
How Does the Style Approach Work?

NOW| Style Approach

STYLE APPROACH DESCRIPTION

NOW| Style Approach

OHIO STATE STUDIES

Leadership Behavior Description Questionnaire (LBDQ)

Identify number of times leaders engaged in specific behaviors
150 questions
Participant settings (military, industrial, educational)
Results
Particular clusters of behaviors were typical of leaders

NOW| Style Approach

OHIO STATE STUDIES
CONTD.

LBDQ-XII (Stogdill, 1963)

Shortened version of the LBDQ
Most widely used leadership assessment instrument
Results - Two general types of leader behaviors:
Initiating structure Leaders provide structure for subordinates
Task behaviors - organizing work, giving structure to the work context, defining role responsibility,
scheduling work activities
Consideration - Leaders nurture subordinates
Relationship behaviors building camaraderie, respect, trust, & liking between leaders & followers

NOW| Style Approach

UNIVERSITY OF MICHIGAN STUDIES
Exploring leadership behavior
Specific emphasis on impact of leadership behavior on performance of small groups
Results - Two types of leadership behaviors conceptualized as opposite ends
of a single continuum
Employee orientation
Strong human relations emphasis
Production orientation
Stresses the technical aspects of a job
Later studies reconceptualized behaviors as two independent leadership orientations -
possible orientation to both at the same time

NOW| Style Approach

BLAKE & MOUTONS MANAGERIAL
(LEADERSHIP) GRID
Historical Perspective
Leadership Grid Components
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism (1, 9; 9,1)
Opportunism

NOW| Style Approach

HISTORICAL PERSPECTIVE
BLAKE & MOUTONS MANAGERIAL LEADERSHIP GRID

NOW| Style Approach

AUTHORITY-COMPLIANCE (9,1)

NOW| Style Approach

 COUNTRY CLUB (1,9)

NOW| Skills Approach NOW| Style Approach

IMPOVERISHED (1,1)

NOW| Style Approach

MIDDLE-OF-THE-ROAD (5,5)

NOW| Style Approach

TEAM (9,9)

NOW| Style Approach

PATERNALISM/MATERNALISM

NOW| Style Approach

OPPORTUNISM

NOW| Style Approach

HOW DOES THE STYLE APPROACH WORK?

Focus of Style Approach

Strengths
Criticisms
Application

NOW| Style Approach

STYLE APPROACH

NOW| Style Approach

STRENGTHS
Style Approach marked a major shift in leadership research from exclusively
trait focused to include behaviors and actions of leaders
Broad range of studies on leadership style validates and gives credibility to the
basic tenets of the approach
At conceptual level, a leaders style is composed of two major types of
behaviors: task and relationship
The style approach is heuristic - leaders can learn a lot about themselves and
how they come across to others by trying to see their behaviors in light of the
task and relationship dimensions

NOW| Style Approach

CRITICISMS

Research has not adequately demonstrated how leaders styles are

associated with performance outcomes
No universal style of leadership that could be effective in almost
every situation
Implies that the most effective leadership style is High-High style
(i.e., high task/high relationship); research finding support is
limited

NOW| Style Approach

APPLICATION

Many leadership training and development programs are designed

along the lines of the style approach.
By assessing their own style, managers can determine how they
are perceived by others and how they could change their behaviors
to become more effective.
The style approach applies to nearly everything a leader does.

NOW| Style Approach

 UP NEXT
SITUATIONAL APPROACH
MISBAHUDDIN AZZUHRI
MM. CPHR. CSRS.
SITUATIONAL APPROACH
AN OVERVIEW

Situational Approach Perspective

Leadership Styles
Developmental Levels
How Does the Situational Approach Work?

NOW| Situational Approach

SITUATIONAL APPROACH DESCRIPTION
HERSEY & BLANCHARD (1969)

Leaders match
their style to the
competence and
commitment of
subordinates

NOW| Situational Approach

LEADERSHIP STYLES

NOW| Situational Approach

FOUR BASIC LEADERSHIP STYLES USED BY
SITUATIONAL MANAGERS

The fundamental precept of situational

leadership is that there is no one "best"
style of leadership, and that the most
successful leaders are the ones who can
adapt their style to a given situation

NOW| Situational Approach

S1 DIRECTING STYLE

Leader focuses communication on goal

achievement
Spends LESS time using supportive
behaviors

NOW| Situational Approach

S2 COACHING STYLE

Leader focuses communication on BOTH

goal achievement and supporting
subordinates socioemotional needs
Requires leader involvement through
encouragement and soliciting
subordinate input

NOW| Situational Approach

S3 SUPPORTING STYLE

Leader does NOT focus solely on goals;

rather the leader uses supportive
behaviors to bring out employee skills in
accomplishing the task
Leader delegates day-to-day decision-
making control, but is available to
facilitate problem solving

NOW| Situational Approach

S4 DELEGATING STYLE

Leader offers LESS task input and social

support; facilitates subordinates confidence
and motivation in relation to the task
Leader lessens involvement in planning,
control of details, and goal clarification
Gives subordinates control and refrains from
intervention and unneeded social support

NOW| Situational Approach

DEVELOPMENT LEVELS

NOW| Situational Approach

HOW DOES THE SITUATIONAL APPROACH
WORK?

Focus of Situational Approach

Strengths
Criticisms
Application

NOW| Situational Approach

SITUATIONAL APPROACH

The Situational
approach requires
leaders to
demonstrate a strong
degree of flexibility.

NOW| Situational Approach

EMPLOYEES DEVELOPMENTAL LEVEL
VERSUS LEADERS LEADERSHIP STYLE

NOW| Situational Approach

STRENGTHS
Marketplace approval. Situational leadership is perceived as providing a credible
model for training employees to become effective leaders.
Practicality. Situational leadership is a straightforward approach that is easily
understood and applied in a variety of settings.
Prescriptive value. Situational leadership clearly outlines what you should and
should not do in various settings.
Leader flexibility. Situational leadership stresses that effective leaders are those
who can change their style based on task requirements and subordinate needs.
Differential treatment. Situational leadership is based on the premise that
leaders need to treat each subordinate according to his/her unique needs.

NOW| Situational Approach

CRITICISMS

Lack of an empirical foundation raises theoretical considerations

regarding the validity of the approach
Further research is required to determine how commitment and
competence are conceptualized for each developmental level
Conceptualization of commitment itself is very unclear
Replication studies fail to support basic prescriptions of situational
leadership model

NOW| Situational Approach

CRITICISMS
CONTD.

Does not account for how particular demographics influence the

leader-subordinate prescriptions of the model
Fails to adequately address the issue of one-to-one versus group
leadership in an organizational setting
Questionnaires are biased in favor of situational leadership

NOW| Situational Approach

APPLICATION

Often used in consulting because its easy to conceptualize and

apply
Straightforward nature makes it practical for managers to apply
Breadth of situational approach facilitates its applicability in
virtually all types of organizations and levels of management in
organizations

NOW| Situational Approach

NOW PLAYING WHAT IS GOOD LEADERSHIP?
Misbahuddin Azzuhri
2017