Introduction to Leadership Concepts

and Practice 4th Edition Northouse

Solutions Manual
Visit to download the full and correct content document: https://testbankdeal.com/dow
nload/introduction-to-leadership-concepts-and-practice-4th-edition-northouse-solution
s-manual/
 Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018

Lecture Notes
Chapter 6: Developing Leadership Skills
Chapter Summary

I. Introduction
A. Definition of skills as learned competencies
B. More research attention on skills in past 10 years

II. Administrative Skills Explained

A. Utility and Definition

III. Administrative Skills in Practice

A. Managing people
B. Managing resources
C. Showing technical competence

IV. Interpersonal Skills Explained

A. Utility and Definition

V. Interpersonal Skills in Practice

A. Being socially perceptive
B. Showing emotional intelligence
C. Handling conflict

VI. Conceptual Skills Explained

A. Utility and Definition

VII. Conceptual Skills in Practice

A. Problem solving
B. Strategic planning
C. Creating vision

VIII. Leadership Snapshot: Coquese Washington, Head Coach, Penn State Women’s
Basketball

IX. Case Study: Sweet Caroline’s

 Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018

Chapter Objectives

1. Understanding administrative skills and their use in practice.

2. Understanding interpersonal skills and their use in practice.
3. Understanding conceptual skills and their use in practice.

Lecture Notes

• What are your core leadership skills?

I. Introduction
A. Skills are learned competences that leaders are able to perform
B. Skills are receiving more attention from researchers in last ten years
C. Three groups of skills: Administrative, interpersonal and conceptual

II. Administrative Skills Explained

A. Utility and definition
1. Not glamorous or exciting, but most fundamental skill
2. The competencies a leader needs to carry our an organizations purposes
and goals

III. Administrative Skills in Practice

A. Managing people
1. “Management by walking around”
2. Connects with people and understands the tasks to be done
3. Skills involved
a. Helping employees work as a team
b. Motivating employees to do their best
c. Responding to employee requests
d. Dealing with staff matters
e. Recruiting and retaining employees
f. Communicating with all stakeholders
4. Example: Nate Parker, after school recreation program
B. Managing resources
1. Resources include people, money, supplies, equipment, space
2. Competence in obtaining and allocating resources
3. May engage staff members to assist in managing resources
4. Example: Coach wanting to replace team uniforms
C. Showing technical competence
1. Having specialized knowledge about the work we or others do
2. Organizational know-how, understanding complexity
3. “Functional competence”
4. Example: Orchestra conductor
 Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018

IV. Interpersonal Skills

A. Utility and definition
1. Sometimes disparaged as “touchy-feely,” but necessary for effective
leadership
2. Abilities that help a leader work effectively with subordinates, peers and
superiors to accomplish organizational goals,
3. Three groups of skills: Social perceptiveness, emotional intelligence,
conflict management

V. Interpersonal Skills in Practice

A. Social perceptiveness
1. Having insight into what is important to others, how they are motivated,
the problems they face and how they react to change
2. Keen sense of how employees will respond to change in the organization
3. “Finger on the pulse of the organization”
4. Can create change more effectively by understanding how it will affect
organizational members to evaluate others
5. Example: U. of Michigan graduation location
B. Emotional Intelligence
1. New concept, only 20 years old
2. e emotions to facilitate thinking, to understand and reason with emotions
and manage emotions effectively
3. Premise is that understanding and using emotion creates effective
leadership
4. How to develop emotional intelligence
a. Become aware of your own emotions
b. Become aware of the emotions of others
c. Learn how to regulate your emotions and put them to good use
5. Example: High school principal and student pranksters
C. Handling conflict
1. Conflict is inevitable
2. Conflict creates the need for change and is the result of change
3. Conflict is the struggle between two or more individuals over perceived
differences regarding substantive issues
4. Causes strain and stress for leaders and followers
5. Not necessarily negative
6. Conflicts are usually complex

VI. Conceptual Skills

A. Utility and definition
1. Working with people and concepts.
2. Three groups of skills: Problem solving, strategic planning, creating
vision

VII. Conceptual Skills in Practice

 Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018
A. Problem solving
1. “What went wrong?” and “How can it be fixed?”
2. Cognitive ability to take corrective action in a problem situation to meet
desired objectives
3. Four step process:
a. Identify the problem.
b. Generate alternative solutions.
c. Select the best solution.
d. Implement the solution.
4. Example: Malfunctioning dishwasher
B. Strategic planning
1. Developing careful plans of action to achieve a goal
2. Strategic leaders need ability to learn, capacity to adapt, and managerial
wisdom
a. Ability to learn is capability of absorbing new information and
applying it
b. Capacity to adapt is about responding quickly to changes in the
environment
c. Managerial wisdom is a deep understanding of people and the work
environment
3. Example: Promotion campaign for NewDevices, a start-up medical
supply company
C. Creating vision
1. Capacity to challenge people with compelling visions of the future
2. Must be able to articulate the vision and engage others in its pursuit
3. “Walk the talk”

VIII. Leadership Snapshot: Coquese Washington, Head Coach, Penn State Women’s
Basketball
A. Grew up in Flint, MI; played seven musical instruments.
B. Was an All-State selection for girls’ basketball two years in a row and was
awarded a scholarship to attend Notre Dame.
C. Earned a juris doctorate from the Notre Dame Law School.
D. After law school, played for the Portland Power of the ABL (American
Basketball League), a short-lived women’s professional basketball league and
eventually joined the WNBA.
E. Helped the Houston Comets win the WNBA title.
F. Became the founding president of the WNBA Players’ Association and
negotiated the players’ first collective bargaining agreement.
G. She realized that she loved being part of a basketball team. In 2007 she was
chosen as the Head Coach for Penn State Women’s Basketball and by 2013, she
led the Lady Lions to three consecutive appearances at the NCAA Women’s
Division I Basketball Championships.
H. But the winning isn’t what’s keeping Washington on the court. It’s the
opportunity to be a mentor and leader to her players.
 Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018
I. Coach Washington believes that “we use basketball as a vehicle, but I’m
probably most proud of our kids’ ability to achieve. I’ve learned over the years
that that is a skill that’s developed, not something you’re born with.
Perseverance, persistence, belief – there are so many skills that have to be
nurtured to become an achiever.”

IX. Case Study