Supervision, Management, and Leadership: Skills Dimensions

Administrative Skills

Administrative Skills

  • Organizing and planning: How effectively can this person organize work, and how well does he or she plan ahead?
  • Decision making: How ready is this person to make decisions, and how good are the decisions made?
  • Creativity: How likely is this person to solve a management problem in a novel way?

Interpersonal Skills

Interpersonal Skills

  • Leadership skills: How effectively can this person lead a group to accomplish a task without arousing hostility?
  • Oral communication skills: How well would this person present an oral report to a small conference group on a subject he or she knew well?
  • Behavior flexibility: How readily can this person, when motivated, modify his or her behavior to reach a goal? How able is this person to change roles or style of behavior to accomplish objectives?
  • Personal impact: How forceful and likable an early impression does this person make?
  • Social objectivity: How free is this person from prejudices against racial, ethnic, socioeconomic, educational, and other social groups?
  • Perceptions of threshold social cues: How readily does this person perceive minimal cues in the behavior of others?

Cognitive Skills

  • General mental ability: How able is this person in the functions measured by tests of intelligence, scholastic aptitude, and learning ability?
  • Range of interests: To what extent is this person interested in a variety of fields of activity such as science, politics, sports, music, art?
  • Written communication skill: How well would this person compose a communicative and formally correct memorandum on a subject he or she knew well? How well written are memos and reports likely to be?

Stability of Performance

  • Tolerance of uncertainty: To what extent will this person’s work performance stand up under uncertain or unstructured conditions?
  • Resistance to stress: To what extent will this person’s work performance stand up in the face of personal stress?

Work Motivation

Work Motivation

  • Primacy of work: To what extent does this person find satisfactions from work more important than satisfactions in other areas of life?
  • Inner work standards: To what extent will this person want to do a good job, even if a less good one is acceptable to the boss and others?
  • Energy: How continuously can this person sustain a high level of work activity?
  • Self-objectivity: How realistic a view does this person have of his or her own assets and liabilities, and how much insight into his or her own motives?

Career Orientation

Career Orientation

  • Need for advancement: To what extent does this person need to be promoted significantly earlier than his or her peers? To what extent are further promotions needed for career satisfaction?
  • Need for security: How strongly does this person want a secure job?
  • Ability to delay gratification: To what extent will this person be willing to wait patiently for advancement if confident advancement will come?
  • Realism of expectations: To what extent do this person’s expectations about his or her work life with the company conform to what is likely to be true?
  • Organizational value orientation: To what extent has this person incorporated organizational values such as service, friendliness, justice of his or her company’s position on earnings, rates, wages?

Dependency

  • Need for superior approval: To what extent does this person need warmth and nurturing support from immediate supervisors?
  • Need for peer approval: To what extent does this person need warmth and acceptance from peers and subordinates?
  • Goal flexibility: To what extent is this person likely to reorient his or her life toward a different goal?
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