Question

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.

Answer 1

Difference

1) Katz acknowledges 3 completely different skills that a pacesetter ought to have. These are: Technical Skills, human Skills, conceptual Skills.
Katz argued that these skills are quite completely different from traits or qualities of leaders. Skills are what leaders will accomplish, whereas traits are United Nations agency leaders are A technical skill is data concerning and ability and proficiency during a specific work or activity. for instance, to use bound pc software package packages (for example, MS surpass or Access) is a sophisticated technical ability.

A human skill is one that permits to figure with individuals. it's completely different from technical skills that needs to do with operating with things. These skills facilitate America to induce at the side of individuals and to speak and work inside groups.

A conceptual skill are skills to figure with ideas and ideas. These skills modify America to grasp and higher decide the actions and measures that needs to be taken during a specific field of labor.

Based on his observations Katz declared that the amount of importance of every set of skills (technical, human and conceptual) was directly correlative with the amount that the person has within the organization.

Whereas :-
Mumford et al skills approach has the 3 skills, “individual attributes, competencies, and leadership outcomes. Since this ability model is way a lot of specific than the essential skills of Katz i used to be unsure if i'd notice an equivalent “leaders” staring at them with each skill approaches. i used to be additional curious to ascertain that elements of Mumford et al’s skills approach perceived to be most useful to my “workplace psychological state Unit”.
As per Mumford skills many of us have the potential for leadership. If people are capable of learning from their experiences, they will acquire leadership. the talents approach also can be distinguished from the leader-ship approaches we are going to discuss in later chapters, that target behavioral patterns of leaders (e.g., the design approach, transformational
leadership, or leader–member exchange theory). instead of action
what leaders do, the talents approach frames leadership because the capabilities knowledge and skills.

Mumford and faculties known a replacement skills based mostly model of structure leadership.

2)
Similarities

Similarities embrace the competencies in Mumford’s model and also the 3 skills in Katz’s model. data is analogous to technical ability, social judgment is analogous to human ability, and drawback finding is analogous to abstract ability. each models are centered on distinctive skills of leaders; but, Mumford’s model tried to assess leadership outcomes whereas Katz’s model failed to have associate degree assessment element. further variations embrace the addition of individual attributes, career experiences, and environmental influences in Mumford’s model.