Traits & Skills Approach + Feedback
Traits & Skills Approach + Feedback
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Traits & Skills Approach
Traits & Skills Approach
A key question to ask is can leadership skills be developed?
The traits and skills approaches are two hypothetical answers to this question. According to Northhouse (2022), there are five factors to consider when approaching leadership from a personality standpoint:
Neuroticism
Extraversion (most notably associated with leadership)
Openness
Agreeableness
Conscientiousness
Additionally, when approaching leadership from a skills approach, Northhouse (2022) identifies three factors to consider:
Technical Skills
Human Skills
Conceptual Skills
My performance aid goes a bit more in-depth into these approaches. Here, I'll provide you with brief connections I've made between the two:
Extraversion involves leaders having positive energy to bring out people's strengths.
Openness in leaders allows for more creativity across the board.
Agreeableness conforms all stakeholders towards a common purpose, as well as developing an atmosphere of trust and a sense of nurturing support.
Having human skills creates trust and builds capacity to have healthy relationships with others.
Having conceptual skills shape meaning for organizations and encourages others to follow.
You can check out other takeaways, applications and connections I've made in my performance aid provided below!
Joe Hirsch & Feedback
Joe Hirsch & Feedback
Giving and receiving feedback can be a scary process for all parties involved. The podcast I've provided to the left is an interview with Joe Hirsch, an expert on giving and receiving feedback. It's a lengthy but highly interesting listen for those who'd like more effective ways to provide and get feedback from those around you.
Here are my own personal takeaways from the interview:
REPAIR: This is an acronym that explains how feedforward plays out in everyday conversations. Hirsch (The Digital Workspace, 2019) goes into grave detail in the interview as to what this pertains, but here is the skinny of it:
R = Reframing conversations from a deficit model to a strengths model.
E = Expanding possibilities and creativity.
P = Particular feedback given.
A = Actionable and authentic ways to improve based on real, clear, and candid conversations.
I = Impact based solutions. Once people know what they're doing and can openly talk about it, this can lead to real positive change.
R = Refining dynamics.
WRAP approach: Yet another acronym! The WRAP approach acts as the nemesis of the "praise sandwich" idea (the "good" things act as the pieces of bread and the "bad" things act as the filler between the bread and is often ignored). Again, Hirsch (The Digital Workspace, 2019) dives into the WRAP approach in greater detail but I've outlined the basics of it here:
W = What/where - What has happened and where is it happening?
R = Reason - Explain the reason this issue requires.
A = Affect - Discover the emotions this causes using "I" statements (e.g., "When this happens, I feel...")
P = Prompt - Change focus from blaming to contributing by providing strategies and solutions to the issue, or ask the recipient to think of creative ways to solve the problem.
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