Mumford M D, Zaccaro S J, Connelly M S, Marks M A Leadership Quarterly, (USA), Spring 2000 Vol 11 No 1Start page: 155. No of pages: 16
Reviews research into the skills-based model of leader performance. Suggests that this model can be used in conjunction with other leadership models, e.g. leader-follower exchange and leader trait theories, to better understand the identification and development of leader candidates, and the conditions required to fulfil candidate potential. Looks at investigation into the model propositions that leader performance can be predicted, that skills can be developed by experience, can be measured, and that skill acquisition can be related to personal characteristics. Points out that the principal data source was US Army personnel and discusses generalization of the results to civilian organizations. Discusses the implications for practitioners of a skills-based approach as an alternative to a behavioural-based approach. Concludes that potential leader identification and leader skills, behaviour and trait requirements are changing as the age of mass production and close control end, and adaptive and flexible organizational characteristics grow in importance.
Subject(s): LEADERSHIP, THEORY, RESEARCH, CAREER DEVELOPMENT, SELECTION, ASSESSMENT, PERFORMANCE APPRAISAL
Database: TMA: Top Management Abstracts HRMA: Human Resource Management Abstracts
Style: Comparative/evaluation, Journalistic.
ISSN: 1048-9843. Reference: 29AN939
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm