LEADERSHIP OUTCOMES

• Effective Problem Solving:A key ability, be able to solve problems. But creatively and effectively. 
• Performance:How good or bad a leader is doing. No matter, how nice or empathic a leader is, delivery, results is the measure of success. If the duties are on time and taking into account effective problem solving, then we can talk about a good performance. 

CAREER EXPERIENCIES

This component of the model, connects the individual attributes with the competencies.

For this model, the skills and knowledge of leaders are shaped by the career experiencies. Then again, to face increasingly complex matters helps them to build their skills.
In this model, Experience shapes the leaders skills.
The leaders can be helped in developing their skills by a) giving them challenging job assignments, b) mentoring, c) appropiate training and d) hands-on experiencie in solving new and unusual problems.

ENVIRONMENTAL INFLUENCES

The last of the components in the model represents everything that lies outside the characteristics, competencies and experiences of the leader. You can refer as an environmental influence to factors the leader cannot control by himself.

Ups & Downs of the Skills Approach

The Up Side

• The model is centered on competencies, it’s the first model to create a structure of the process of leadership based on skills.
• Intuitively appealing, it’s always refreshing and good to know that you can develop your skills to be able to be a leader.
• Wide view of leadership particulary in Mumford’s model. The model has five components and each of them can be subdivided too. Then, then model captures many complexities of leadership not found in other models.

The Down Side

• Big breadth of skills. While on the upside you can take a look at many skills, on the downside you have to go general and less precise on the model.

 

• Is not predictive. The model is not predictive, it doesn’t describe how skills lead to effective leadership performance.

 

• Large sample of Military personnelwas used to sample data and gather information for the studies of the model. This rises the questions, Could this model be applied with regular civilian people and different organization styles?

 

Summary to the Leadership Skills Approach

On the other hand, in the Mumford’s model, the five components are: Individual Attributes, Competencies, Leadership Outcomes, Career Experiencies and Environmental Influences. Basically, the model states that competencies are essential to become a performing leader. And what’s even more interesting is that competences are affected by the individual attributes and the career experiencies that the leader has.

Both models presented here are descriptive in their approach of leadership, none of them is predictive or is intended to find a perfect mix of qualities and skills that produce the right leader. Nevertheless, they are a great tool to understand and explain the leadership characteristics that you posees and may be try to assess your skills in the models’ views.

Further Investigation and References

Katz, R.L. (1955, January-February) “Skills of an effective administrator.”
Harvard Business Review.

Mumford, M.D.; Zaccaro, S.J.; Connelly, M.S.; Marks, M.A. (2000) “Leadership
skills: Conclutions and future directions
Leadership Quarterly, 11(1) 155-170

Northouse, P.G. (2004) “Leadership Theory and Practice” (3rd Ed)
Sage Publications

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