Assessing leadership: skills and styles

This week, you read that leadership also encompasses the behaviour of a leader toward his or her followers, which illuminates the fact that leadership does not occur in a vacuum. Context, geographic location, and various other parameters impact leadership. For this week’s first discussion, in a 750- to 1,000-word response, post your answers to the following questions to the Discussion Board by Saturday:

Given the fact that leadership does not occur in a vacuum, are personality traits sufficient measurements of leadership? Why or why not? In your response, please discuss the advantages and disadvantages of using personality traits to measure leadership as opposed to using the skills and/or styles approaches.

Remember to cite and reference examples from the readings and journal articles for this week. Please submit your initial response through the Turnitin submission link below in addition to posting it to the Discussion Board thread.

Module Text

Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. Thousand Oaks, California: SAGE Publications, Inc.
Chapter 3, ‘Skills Approach’

In this chapter, the author describes the components of the three-skill approach to leadership and details the full skill-based model of leadership. Finally, he outlines the strengths and criticisms of the skill-based model and provides suggestions for its application in business practice.
Chapter 4, ‘Style Approach’

This chapter describes various research studies and models of leadership behaviour and describes the style approach to leadership. The author discusses the strengths and criticisms of the style approach as well as its application to business practice.


Kok-Yee, N., Van Dyne, L. & Soon, A. (2009) ‘From experience to experiential learning: cultural intelligence as a learning capability for global leader development’, Academy of Management Learning & Education, 8 (4), pp.511-526, Business Source Premier [Online]. Available from:

This article examines cultural intelligence and its relationship to leadership self-efficacy, cultural fluency, and flexibility in leadership styles during international assignments .The authors explore the concept of experiential learning and how cultural intelligence helps build global leadership capacity.

Safi, A. & Burrell, D. (2007) ‘Developing advanced decision-making skills in international leaders and managers’, Vikalpa: The Journal for Decision Makers, 32 (3), pp.1-8, Vikalpa [Online]. Available from:

This article examines the concept and process of critical thinking as it relates to managerial decision-making. The authors identify barriers to the development of effective managerial decision-making skills and propose ways in which managers and leaders can develop decision-making skills.

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