Using Mumford et al.’s skills model, name and briefly describe two types of problem-solving skills and two types of social judgment skills used by leaders to solve complex organizational problems.

Question

What will be an ideal response?

Answer 1

Students may answer with any two of the following for problem-solving skills: Problem definition is the ability to define noteworthy issues or significant problems affecting the organization. Cause/goal analysis is the ability to analyze the causes and goals relevant to addressing problems. Constraint analysis is the ability to identify the constraints, or limiting factors, influencing any problem solution. Planning is the ability to formulate plans, mental simulations and actions arising from cause/goal and constraint analysis. Forecasting is the ability to anticipate the implications of executing the plans. Creative thinking is the ability to develop alternative approaches and new ideas for addressing potential pitfalls of a plan identified in forecasting. Idea evaluation is the ability to evaluate these alternative approaches viability in executing the plan. Wisdom is the ability to evaluate the appropriateness of these alternative approaches within the context, or setting, in which the leader acts. Sense making/visioning is being able to articulate a vision that will help followers understand, make sense of, and act on the problem. Students may answer with any two of the following for social judgement skills: Perspective taking means understanding the attitudes that others have toward a particular problem or solution. included in perspective taking is knowing how different constituencies in an organization view a problem and possible solutions. Social perceptiveness is insight and awareness into how others in the organization function. a leader with social perceptiveness has a keen sense of how followers will respond to any proposed change in the organization. Behavioral flexibility is the capacity to change and adapt one’s behavior in light of an understanding of others’ perspectives in the organization. Social performance includes a wide range of leadership competencies such as communication, persuasion, conflict resolution, mediation, and coaching.