Chapter Three Revolved Around The Skills Approach

Chapter three revolved around the Skills Approach. This approach focuses on the capabilities of the leader derived from their attributes. Chapter three discusses Kat’s model, problem-solving skills, as well as judgment skills and emotional intelligence.

Katz’s model focuses on technical, human, and conceptual skills and how they relate to different levels of management. In this model, it describes which traits are more important to have in each level of management. However, this model says nothing about the size of the group of followers. If I think on personal experiences, I would say that the size of the group affects nothing. While my FFA advisor was gone for maternity leave, I would try to running our officer lunch meetings with seven other people. During these meetings, I had to have high conceptual and human skills to answer all questions so we, as an officer team, can figure out how the chapter can organize successful fundraisers and volunteer projects in an efficient way. I also had to maintain these skills while running FFA chapter meetings with fifty members. In these meetings, we, the officers, would brainstorm along with the members to understand their ideas, goals, and views for the chapter. There was a significant size change between the two groups, however, I still had to use higher levels of both skills to be able to handle each

Management differs from leadership though. Management deals with controlling situations and keeping everyone in line. Leadership is working together with followers and influencing them towards a common goal. In management, a manager would use problem-solving skills to find efficient ways to keep the organization on track. Leaders, on the other hand, would use problem-solving to find more efficient ways of influencing their followers. Besides problem-solving, managers and leaders require social judgement skills as well as emotional