How do career experiences affect the behaviour, characteristics and competencies of leaders?

GUIDELINE: How do career experiences affect the behaviour, characteristics and competencies of leaders? The Skills Model, a recent version of the skills approach to leadership is comprised of three components:

How do career experiences affect the behaviour, characteristics and competencies of leaders?
How do career experiences affect the behaviour, characteristics and competencies of leaders?

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The Skills Model, a recent version of the skills approach to leadership is comprised of three components:

individual attributes, competencies, and leadership outcomes (PSU, 2014).

Individual attributes build off of traits or intrinsic qualities one is born with, as building blocks to learning effective leadership skills.

Competencies, unlike individual attributes, are actual learne d skills.

These competencies are mad e up of problem solving skills, social judgment skills, and knowledge (Northouse, 2013, p.48).

These learned competencies allow for effective leadership through constructing and applying solutions, teamwork, understanding human behaviors, and ability to define and resolve complex organizational behaviors (Northouse, 2013, p.51).

Additionally, leadership outcomes, the last component of the Skills Model, involves effective problem solving by providing unique and quality solutions, and performance-how well a leader performs their given duties (Northouse, 2013, p.55).

There are two other components to the Skills Model that support overall leadership performance: career experiences and environmental influences.

Career experiences have a significant impact on a leader’s characteristics and competencies (Northouse, 2013, p.54).

Also, career experiences advance one’s job growth and skill building necessary for effective leadership.

But how does that relate to some of us who are in school, and have very little career experiences to help develop a strong leadership skill set?

Lastly, the problem with this part of the theory is the word “career” limits our thinking regarding these useful experiences

that help build our leadership skills. These so calle d “experiences” should not be limite d to a “career environment.” In fact, these experiences can happen in our everyday lives.

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