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TAMU ALED 340 - Skill Theory

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ALED 101 1st Edition Lecture 6Outline of Last Lecture II. Leadership SkillsOutline of Current Lecture II. Exam Outline (questions given from exam)III. Skills TheoryCurrent LectureII. Exam Outlinea. Topicsi. 6 Psii. Leader v. Leadershipiii. Public Speaking and Plagiarismiv. Trait Theory (Big 5 and 9 Traits)v. Cunningham Skill Approachvi. Skill Theory vii. Assigned vs. Emerged Leadersb. 22 questionsi. Al just received a promotion to district manager of the Ole Salsa Company. After speaking with employees, he sees two distinct factions in the organization. He decides to have them meet together. What skill is this?1. Answer: Building a bridgeii. Randa has been elected Student Body for TAMU. As she puts together herexecutive team, she includes one of her opponents who has a very different opinion on most everything. Which P is this?1. Answer: Peoplec. Short answer (only 1 worth 12 points)i. Could be given a person to analyze their Big 5ii. What are the top three keys of an effective speech for you (out of the given ten)?III. Skills Theorya. Three-Skill Approach (Katz, 1995)i. Leaders need all three skills – but, relative importance changes based on level of managementThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.1. Technical Skilla. Having knowledge about and being proficient in a specific type of work or activityi. Specialized competenciesii. Analytical abilityiii. Use of appropriate tools and techniquesb. Technical skills involve hands-on ability with a product or processc. Most important at lower levels of management2. Human Skilla. Having knowledge about and being able to work with peoplei. Being aware of one’s own perspective and others’ perspectives at the same timeii. Assisting group members in working cooperatively to achieve common goalsiii. Creating an atmosphere of trust and empowermentof membersiv. Important of all levels of the organization3. Conceptual Skilla. The ability to do the mental work of shaping meaning of organizational policy or issues (what company stands for and where it’s going)i. Works easily with abstraction and hypothetical notionsii. Central to creating and articulating a vision and strategic plan for an organizationiii. Most important at top management levelsb. Mumford’s Modeli. Skills Model of Leadership (Mumford)1. Textbookii. Individual Attributesiii. Competencies Skills1. Problem solving2. Social judgment3. Knowledgeiv. Leadership Outcomes1. Problem Solving2.


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