Test Bank Chapter 3 Skills Approach

Peter G.
Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Multiple Choice
1. According to Katz’s skills model, which two skills are most important for supervisory- (low-)
level managers to be successful leaders?
a. Technical skill and human skill
b. Human skill and conceptual skill
c. Technical skill and conceptual skill
d. All three skills are equally important for supervisory level management
Ans: A
Cognitive Domain: Knowledge
Answer Location: Three Skills Approach
Question Type: MC
2. The skills approach takes a _____________ on leadership, like the trait approach.
a. Leader-follower centered perspective
b. Organizational-centered perspective
c. Situational-centered perspective
d. Leader-centered perspective
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Which of the following presents a competency-based approach to leadership?

a. Trait approach
b. Skills approach
c. Style approach
d. Great person approach
e. Psychodynamic approach
Ans: B
Question Type: MC
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
4. _______ are what leaders can accomplish, whereas _______ are who leaders are.
a. Traits and outcomes
b. Behaviors and skills
c. Skills and traits
d. Outcomes and skills
e. Goals and skills
Ans: C
Cognitive Domain: Application
Question Type: MC
5. The research Katz completed for his article describing the skills of an effective administrator
a. Was quantitative research
b. Was qualitative research
c. Was a meta-analysis of skills research
d. Was research focused on attributes of leaders
Ans: B
Question Type: MC
6. Leadership skills research attempts to

a. Identify largely fixed abilities in leaders
b. Identify multiple behaviors in leaders
c. Identify personality factors of leadership
d. Identify competencies that can be acquired by leaders
Ans: D
Question Type: MC
7. The classic article “Skills of an Effective Administrator” by Katz was published in the
a. Journal of Leadership Education
b. Harvard Business Review
c. Journal of Education and Behavior
d. Forbes Business Journal
Ans: B

Question Type: MC
8. Developed the Three Skill Model of leadership.

a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
Ans: A
Answer Location: Three Skill Approach
Question Type: MC
9. Leadership skills are defined in the chapter as

a. Using individual attributes to communicate well with others
b. Developing behaviors for effective leadership outcomes
c. Technical ability to interact in the work environment
d. Knowledge and competencies to accomplish goals
Ans: D
Question Type: MC
10. Technical skills are the

a. Ability to work with things
b. Ability to work cooperatively with others
c. Ability to work with ideas
d. Ability to be behaviorally flexible
Ans: A
Answer Location: Technical Skill
Question Type: MC
11. At the upper-management level in an organization

a. Technical skills are not important
b. Human skills are not important

c. Technical skills are more important than conceptual skills
d. Technical skills are less important than human skills
Ans: D
Answer Location: Technical Skill
Question Type: MC
12. Human skills are about working with

a. Ideas
b. Concepts
c. People
d. Things
Ans: C
Answer Location: Human Skill
Question Type: MC
13. A leader using human skills will

a. Develop criteria for the implementation of a new product
b. Use sensitivity to assess the needs and motivations of others
c. Use tools and techniques to get things done
d. Create the vision for restructuring the organization
Ans: B
Question Type: MC
14. A chief operating officer of the company who applies the level of administrative skills to the
degrees delineated in Katz’s model
a. Incorporates the entire staff in the process of shaping the company’s goals
b. Is more “hands-on” with producing the company’s product than interacting with staff
c. Has higher involvement with things than people or ideas
d. Avoids getting to know the staff
Ans: A
Cognitive Domain: Analysis
Question Type: MC
15. The research Mumford et al. completed used a sample of

a. College business students
b. Corporate executives
c. High school principals
d. Army officers
Ans: D
Answer Location: Skills Model
Question Type: MC
16. The main goal of Mumford et al.’s research was

a. To identify effective human leadership skills
b. To understand military structure
c. To explain the elements of effective performance
d. To refute Katz’s work on administrative skills
Ans: C
Question Type: MC
17. Mumford et al.’s model is characterized as a capability model because

a. It identifies leader traits that followers perceived as valuable
b. It identifies behaviors leaders use that are value-added in the workplace
c. It examines the relationship between knowledge and skills and leader performance
d. It implies leadership is reserved for a gifted few who are knowledgeable about the work
Ans: C
Question Type: MC
18. Which of the following is a competency in Mumford’s Skills Model?

a. Leadership outcomes
b. Crystallized cognitive ability
c. Career experiences
d. Personality
e. Knowledge
Ans: E
Answer Location: Competencies
Question Type: MC
19. Social judgment skill is similar to

a. Sociability in trait approach
b. Katz’s human skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
e. Referent power
Ans: B
Question Type: MC
20. In Mumford's Skills Model, social judgment skill is defined as

a. The accumulation of information and the mental structures to organize the information
b. Intellectual ability learned or acquired over time
c. The capacity to understand people and social systems
d. Creative ability to solve new/unusual, ill-defined organizational problems
Ans: C
Question Type: MC
21. The environmental influences listed are all internal with the exception of
a. Slow Internet service
b. Flooding of the office
c. Highly competent followers
d. Limited office space

Ans: B
Answer Location: Environmental Influences
Question Type: MC
22. Birds hitting a plane on takeoff causing engine failure in flight is an example of what
component of the Skills Model by Mumford?
a. Competencies
b. Individual attributes
d. Environmental influence
Ans: D
Question Type: MC
23. Which of these statements about the skills approach is false?

a. Describes leadership as something that is available to everyone
b. It is applicable to leaders at all levels within the organization
c. It clearly predicts how variations in social judgment and problem-solving skills affect
performance
d. Knowledge about and ability to work with people is important in this approach
Ans: C
Answer Location: Criticisms
Question Type: MC
24. Performance outcome is measured by

a. Standard external criteria
b. Original solutions to problems
c. Solutions that go beyond given information.
d. Follower reaction to leader behavior.
e. Leaders own perspective.
Ans: A
Answer Location: Performance

Question Type: MC
25. Developed a capability model that includes individual attributes, competencies, and
leadership outcomes.
a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
Ans: A
Question Type: MC
26. Which of the following is not a competency in the skills model?

a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Confidence
Ans: B
Question Type: MC
27. Bill is in charge of hiring a new manager for the first shift on the production line. According
To Katz's model, Bill should be looking for a person with
a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Technical skills
Ans: B
Answer Location: Three Skills Model

Question Type: MC
28. Jim is a district manager of Wendy's in west Michigan. When he hires people, the most
important thing he looks for is whether people are good problem solvers.
a. Jim is using the trait approach.
b. Jim is using Katz's skills approach.
c. Jim is using the Mumford Skills model.
d. Jim is using the style approach.
e. Jim is using work experience.
Ans: C
Question Type: MC
29. Pat Smith is personnel director for a large bank. Her major goal is to find a person who can
adapt his or her leadership to different types of people and situations. Pat is basing her selections
on
a. The great person approach
b. The trait approach
c. The skills approach
d. Leader emergence theory
e. Crystallized cognitive ability
Ans: C
Question Type: MC
30. In the skills model, crystallized knowledge refers to

a. Intelligence quotient
b. Intellectual ability acquired over time
c. Motivation
d. Effectiveness
e. Inherent knowledge
Ans: B

Answer Location: Individual Attributes
Question Type: MC
31. In the skills model, which of these is a general cognitive ability?

a. Knowledge
b. Information processing
c. Motivation
d. Intellectual ability acquired over time
e. Problem-solving skills
Ans: B
Question Type: MC
32. The individual attributes factor in the skills model suggests

a. That complex problem-solving is not difficult.
b. That traits are not important to leadership.
c. That the skills model is not just a competency-based model.
d. Motivation plays little to no role within the model.
e. Personality influence is minimal.
Ans: C
Question Type: MC
33. Which of the following attributes begins to decline in later adulthood?

a. Personality
b. Motivation
c. Crystallized cognitive ability
d. General cognitive ability
e. Effectiveness
Ans: D
Question Type: MC
34. Which of the following is not an example of an internal environmental influence that can
affect leadership outcomes?
a. Skill level of employees
b. Gender ratio of employees
c. Up-to-date technology
d. An economic recession
e. Group communication processes
Ans: D
Question Type: MC
35. The abilities that help a leader to work effectively with subordinates, peers, and superiors to
accomplish the organizational goal.
a. Technical skills
b. Conceptual skills
c. Human skills
d. Problem-solving skills
e. Personality skills
Ans: C
Question Type: MC
36. The environmental influences listed are all internal, with the exception of
a. Slow Internet
b. Limited office space
c. Highly competent followers
d. Simplistic task
e. Flooding of the office
Ans: E
Question Type: MC
37. By including such a large number of components, the skills approach and its models are
criticized for
a. Being too similar to previously detailed approaches to leadership
b. Stressing the value of developing specific skills
c. The range of skills extending beyond the boundaries of leadership
d. Not being consistent with aspects of leadership education programs
e. Not being readily available to all
Ans: C
Answer Location: Criticism
Question Type: MC
38. All of the following environmental influences are external except

a. Slow Internet
b. Traffic
c. Computer network crash
d. Unplowed parking lot
e. Inexperienced followers
Ans: E
Question Type: MC
39. According to Katz, the most important leadership skills for lower-levels of management are
a. Technical skills
b. Problem-solving skills
c. Technical, human, and conceptual skills
d. Technical and human skills
e. Conceptual and human skills
Ans: D
Question Type: MC
40. Within an organization, the employees in the information technology department are
crucial for the success of the organization due to their
a. Judgment skills
b. Problem-solving skills
c. Conceptual skills
d. Technical skills
e. Human skills
Ans: D
Question Type: MC
41. You recently received a promotion to a higher level of management within your
organization. This is your third promotion with your department. What best represents this type
of promotion and its outcomes?
a. Personality
b. Motivation
c. Environmental influences
d. Career experiences
Ans: D
Answer Location: Career Experiences
Question Type: MC
42. What best explains the comparison of the skills approach to sports such as golf and tennis?
a. Specific techniques are required to succeed.
b. Input from both sides takes place constantly.
c. Tools are essential in improving your skills.
d. People can improve their skills through practice and instruction.
e. Skills go back and forth between leaders and followers.
Ans: D
Answer Location: Application
Question Type: MC
43. Skills approach helps us best identify our

a. Place within an organization
b. Strengths and weaknesses
c. Performance as a leader
d. Outcomes of our leadership
Ans: B
Question Type: MC
44. The ideas and mental abilities that people learn through experiences can best be described as
a. Crystal cognitive ability
b. Motivation
d. General cognitive ability
e. Performance
Ans: A
Question Type: MC
45. Which is not a social judgment skill?

a. Perspective taking
b. Behavioral flexibility
c. Social performance
d. Knowledge acquisition
Ans: D
Question Type: MC
46. Skill in persuasion and communicating change describes which social judgment competency?
a. Behavioral flexibility
b. Social perceptiveness
d. Social intelligence
Ans: C
Question Type: MC
47. Which skills model competency consists of creating a schema for learning and organizing
data?
a. Personality
b. Knowledge
c. Perceptive taking
d. Career experiences
Ans: B
Question Type: MC
48. The problem-solving component of the skills model

a. Assesses leader performance
b. Demonstrates ability to construct organizational solutions
c. Demonstrates leader personality
d. Assesses social perceptions and behavioral flexibility
Ans: B
Question Type: MC
49. Problem solving is

a. A competency
b. A trait
c. An individual attribute
d. A leader outcome
Ans: A

Question Type: MC
50. Which part of the skills model supports people as they apply their leadership competencies?
a. Individual attributes
b. Technical skills
c. Knowledge
d. Leadership outcomes
Ans: A
Question Type: MC
51. Johanna is excellent at applying tax law and other accounting principles in her job as a
manager in her accounting firm. She has equally high skills in working with the employees she
supervises but does not have as much skill in helping the firm shape the vision for growth.
Applying Katz’s skills model, at what level of management is Johanna?
a. Top management
b. Middle management
c. Supervisory management
d. CEO management
Ans: C
Answer Location: Three skills model
Question Type: MC
52. Tamika uses her ability to sense and perceive her staff’s emotions every day to help them feel
comfortable in the workplace. She is very knowledgeable about day-to-day operations and also is
quite successful at anticipating problems and sharing ideas for improvements up the chain of
command. Applying Katz’s skills model, at what level of management is Tamika?
a. Top management
d. Impoverished management
Ans: B

Question Type: MC
53. Jonathan has equally high skills in managing relationships with the employees he supervises
and in helping the firm shape the vision for growth. Applying Katz’s skills model, at what level
of management is Jonathan?
a. Top management
d. Dictatorial management
Ans: A
Question Type: MC
54. Ashlyn focuses her energy at her car manufacturing company on assessing market
fluctuations and shaping the goals of the organization for the future. She communicates well
with her staff and enjoys the social aspect of work with the people around her. She leaves the
details and daily operations primarily to other capable staff in the organization. Applying Katz’s
skills model, at what level of management is Johanna?
a. Top management
d. Low-level management
Ans: A
Question Type: MC
55. A supervisory-level manager of a company who applies the level of administrative skills to
the degrees delineated in Katz’s model
a. Incorporates the entire staff in the process of shaping the company’s goals
b. Is more “hands-on” with producing the company’s product than interacting with staff
c. Has higher involvement with ideas than with people
d. Avoids getting to know the staff

Ans: B
Question Type: MC
56. The research by Mumford et al. was done on a sample of

a. Higher education administrators
b. High-level managers in industry
c. Managers at multiple levels of industry
d. Military leaders at multiple levels
Ans: D
Answer Location: Skills model
Question Type: MC
57. The problem-solving competency in the skills model is most similar to

a. Dominance in trait approach
b. Katz’s conceptual skill
Ans: B
Question Type: MC
58. The knowledge competency in the skills model is most similar to

a. Self-confidence in trait approach
b. Katz’s conceptual skill
Ans: C
Question Type: MC
59. Additional research completed by Mumford, Campion, and Morgeson used a four skill model
to assess cognitive, interpersonal, business, and strategic skills in managers at junior and senior
levels of an organization. The research findings in this study were most similar to
a. Katz’s hierarchical three skills model
b. Mumford’s skills model
c. Blake and Mouton’s leadership grid
d. The Ohio State studies
Ans: A
Answer Location: How Does the Skills Approach Work?
Question Type: MC
60. Mumford’s skills model contends that leadership outcomes are the direct result of
a. A leader’s sociability
b. A leader’s career experiences
c. A leader’s willingness to lead
d. A leader’s competencies
Ans: D
Question Type: MC
61. The skills approach is primarily

a. Descriptive
b. Prescriptive
c. Unscripted
d. Technical
Ans: A
Question Type: MC
62. Individual leader attributes can affect the leaders skills, but it is the _____ themselves that are
most important in addressing organizational problems.
a. Traits
b. Behaviors
c. Skills
d. Followers
Ans: C
Question Type: MC
63. Which is not a strength of the skills approach?

a. It is intuitively appealing
b. Skills can be learned
c. It has high predictive value
d. It is an expansive view of leadership
Ans: C
Answer Location: Strengths
Question Type: MC
64. The structure of the skills approach is

a. Consistent with followership education programs
b. Consistent with leadership education programs
c. Is not compatible with leadership education programs
d. Is precise enough to assure good leadership outcomes
Ans: B
Question Type: MC
65. The breadth of the skills approach, which includes motivation, critical thinking, and
personality
a. Is a strength of this approach
b. Is a weakness of this approach
c. Adds to the precise nature of the approach

d. Adds to the approaches’ prescriptive value
Ans: B
Question Type: MC
66. The skills approach is

a. High in predictive value
b. Narrow in its focus
c. Suitable for application across leadership contexts
d. Is not suitable for application across leadership contexts
Ans: D
Question Type: MC
67. The skills approach framework

a. Can be applied at all levels of leadership
b. Has been applied to many formal training programs
c. Has been widely used in formal training programs
d. Can be applied to followership training programs
Ans: A
Question Type: MC
68. Research data on Mumford et al.’s model was tested on military personnel. Which of the
following is true?
a. The model can be effectively applied to leadership skills in small organizations
b. The model can be effectively applied to leadership skills in large organizations
c. The model cannot be effectively applied to leadership skills in startup businesses
d. The model can be effectively applied to leadership skills in startup businesses
Ans: C
Answer Location: Summary

Question Type: MC
69. General cognitive ability is similar to which of the five leadership traits in this text?
a. Sociability
b. Dominance
c. Extraversion
d. Intelligence
e. Self-confidence
Ans: D
Question Type: MC
70. The basic premise of the skills approach is to

a. Identify the behaviors necessary for leadership
b. Identify the behaviors of leaders
c. Identify the skills of leaders
d. Identify the individual attributes of leaders
Ans: C
Question Type: MC
71. Katz started the research focus on skills during a time when
a. There finally was a definitive list of leader traits described in the literature
b. There was still disagreement about leader traits in the literature
c. There was no research yet on the individual attributes of leaders
d. There was emphasis in the literature on putting followers first
Ans: B
Question Type: MC
Multiple Selection
72. Effective problem solving and performance can be explained by leader competencies, and
these competencies are affected by
a. The followers
b. Leader’s attributes
d. The environment
Ans: B, C, D
Answer Location: Summary
Question Type: MC
73. Katz describes human skill as

a. Being aware of one’s own perspective on issues
b. Being competent with the process or product within a company
c. Being aware of the perspective of others on issues
d. Being able to shape the ideas of an organization
Ans: A, C
Question Type: MS
74. Mumford’s Skills Model includes which of these main components?

a. Technical skill
b. Individual attributes
c. Competencies
d. Leadership outcomes
e. Decision-making skill
Ans: B, C, D
Question Type: MS
75. Social judgment competencies include

a. Social intelligence
b. Emotional intelligence
d. Behavioral flexibility
Ans: C, D
Question Type: MS
76. Leadership outcomes in Mumford et. al’s skills model is affected by

a. Individual attributes
b. Problem-solving ability
d. Authority-compliance behaviors
Ans: A, B, C
Answer Location: Skills model
Question Type: MS
77. Career experiences directly contribute to which of the other components of Mumford et. al’s
skills model?
a. Competencies
b. Leadership outcomes
c. Environmental influences
d. Individual attributes
Ans: A, D
Question Type: MS
78. Environmental influences directly contribute to which of the other components of Mumford
et. al’s skills model?
a. Competencies
b. Leadership outcomes
d. Individual attributes
Ans: A, B, D
Question Type: MS
79. The intuitive appeal of the skills approach is

a. Because it is available to everyone
b. Because skills can be learned
c. Because we can identify with the leader
d. Because skills transform followers
Ans: A, B
Question Type: MS
True/False
80. Technical skills grow in importance as one moves up Katz’s managerial/leadership hierarchy.
a. True
b. False
Ans: False
Question Type: TF
81. Mumford’s Skills Model of Leadership was designed to determine the competencies needed
for effective leader performance.
a. True
b. False
Ans: True
Question Type: TF
82. The skills approach is not descriptive.

a. True
b. False
Ans: False
Answer Location: How Does the Skills Approach Work
Question Type: TF
83. Technical skills grow in importance as one moves up the managerial hierarchy.
a. True
b. False
Ans: False
Question Type: TF
84. Human skills are important at all levels of management.

a. True
b. False
Ans: True
Question Type: TF
85. Mumford's research studied military personnel rather than business and organizational
leaders.
a. True
b. False
Ans: True
Answer Location: Skill Model
Question Type: TF
86. The skills approach suggests that many individuals have the potential for leadership.
a. True
b. False
Ans: True
Question Type: TF
87. Social judgment is an individual attribute in the skills model.

a. True
b. False
Ans: False
Question Type: TF
88. Crystallized cognitive ability refers to one's innate intellectual ability or intelligence.
a. True
b. False
Ans: False
Question Type: TF
89. Career experience is a strong influence on a leader's competencies.

a. True
b. False
Ans: True
Question Type: TF
90. Environmental influences are factors in situations that lie outside the leader's competencies,
characteristics, and experiences.
a. True
b. False
Ans: True
Question Type: TF
91. The lack of high-speed Internet access in a company is an external environmental influence
that can affect leadership outcomes.
a. True
b. False
Ans: False
Question Type: TF
92. The skills approach is relatively new and has not been widely used in training and
development.
a. True
b. False
Ans: True
Answer Location: Criticism
Question Type: TF
93. Skills approach provides a structure consistent with leadership education programs.
a. True
b. False
Ans: True
Question Type: TF
94. The skills approach is appropriate to use in leadership education programs

a. True
b. False
Ans: True
Question Type: TF
95. Katz states that human skills are most important for middle- and top-management levels.
a. True
b. False
Ans: False
Question Type: TF
96. Motivation and personality fall within the competencies component of Mumford's skills
model.
a. True
b. False
Ans: False
Question Type: TF
Essay
97. How do career experiences affect the characteristics and competencies of leaders?
Ans: This question asks students to think through how each of the attributes may influence the
various competencies of the model. For example, someone high in general cognitive ability may
be a creative problem solver, always looking for win-win outcomes. She may readily grasp the
importance of understanding other people and social systems, as well as welcome working with
others. She would be able to apply the knowledge she already has while being motivated to
acquire more.
Question Type: Essay
98. Defend or refute: Although personal attributes are important, it is the leader's skills that are
most important in addressing organizational problems.
Ans: This question can be addressed two ways. First, are a leader's attributes or skills more
useful when addressing organizational problems? In favor of the skills approach, the Mumford
skills model shows that leader attributes and competencies lead to outcomes, whereas the trait
approach does not. The skills identified as most important in the model are problem solving,
social judgment, and knowledge, all of which, theoretically, should lead to clear thinking,
concern for others, and seeing “the big picture.” Second, stable attributes such as intelligence,
trustworthiness, and determination certainly would go a long way toward gaining cooperation
from others and making ethical choices for the organization.
Answer Location: Three Skills and Skill Model
99. There are two main models in the skills approach, Katz’s Three Skills Model and Mumford et
al.’s Skills Model. Compare these two models by describing two similarities and two differences
between these models.
Ans: Similarities include the competencies in Mumford’s model and the three skills in Katz’s
model. Knowledge is similar to technical skill, social judgment is similar to human skill, and
problem solving is similar to conceptual skill. Both models are focused on identifying skills of
leaders; however, Mumford’s model attempted to assess leadership outcomes whereas Katz’s
model did not have an assessment component. Additional differences include the addition of
individual attributes, career experiences, and environmental influences in Mumford’s model.
Answer Location: Three Skills and Skill Model
100. Environmental influences are considered those things that are outside the control of the
leader’s capabilities. Describe why you think the authors of this research included this in a skills
model of leadership.
Ans: Answers will vary considerably but should include that environmental influences shape the
leaders’ skills by influencing the individual attributes, competencies, and leadership outcomes in
the skills model. Leaders learn from dealing with outside and inside influences they could not
have anticipated. An example answer might be: This learning can shape their motivation to
continue to work hard (individual attributes), their social judgment ability to perceive the needs
of others (competencies), and their effectiveness in handling an unforeseen problem (leadership
outcomes).

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Peter G.

Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource

3. Which of the following presents a competency-based approach to leadership?

6. Leadership skills research attempts to

Cognitive Domain: Knowledge

8. Developed the Three Skill Model of leadership.

9. Leadership skills are defined in the chapter as

10. Technical skills are the

11. At the upper-management level in an organization

b. Human skills are not important

12. Human skills are about working with

13. A leader using human skills will

15. The research Mumford et al. completed used a sample of

16. The main goal of Mumford et al.’s research was

17. Mumford et al.’s model is characterized as a capability model because

18. Which of the following is a competency in Mumford’s Skills Model?

19. Social judgment skill is similar to

20. In Mumford's Skills Model, social judgment skill is defined as

d. Limited office space

23. Which of these statements about the skills approach is false?

24. Performance outcome is measured by

Answer Location: Performance

26. Which of the following is not a competency in the skills model?

Answer Location: Three Skills Model

30. In the skills model, crystallized knowledge refers to

Cognitive Domain: Comprehension

31. In the skills model, which of these is a general cognitive ability?

32. The individual attributes factor in the skills model suggests

33. Which of the following attributes begins to decline in later adulthood?

38. All of the following environmental influences are external except

43. Skills approach helps us best identify our

45. Which is not a social judgment skill?

48. The problem-solving component of the skills model

49. Problem solving is

Answer Location: Competencies

Cognitive Domain: Application

d. Avoids getting to know the staff

56. The research by Mumford et al. was done on a sample of

57. The problem-solving competency in the skills model is most similar to

58. The knowledge competency in the skills model is most similar to

61. The skills approach is primarily

63. Which is not a strength of the skills approach?

64. The structure of the skills approach is

c. Adds to the precise nature of the approach

66. The skills approach is

67. The skills approach framework

Answer Location: Summary

70. The basic premise of the skills approach is to

73. Katz describes human skill as

74. Mumford’s Skills Model includes which of these main components?

75. Social judgment competencies include

76. Leadership outcomes in Mumford et. al’s skills model is affected by

79. The intuitive appeal of the skills approach is

82. The skills approach is not descriptive.

84. Human skills are important at all levels of management.

87. Social judgment is an individual attribute in the skills model.

89. Career experience is a strong influence on a leader's competencies.

94. The skills approach is appropriate to use in leadership education programs

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