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Category Archives: Peter Drucker

As bad as all that?

Monday, July 14, 2008

There is a long list of types and styles of leadership enthusiastically promoted by their various proponents. These cover a lot of ground, from the fantastic (edge-walking leaders) to the mystical (shaman leaders) to the comical (inspired to leadership by toys). Their number increases, it seems, daily. One recent addition is partially spiritual - “wellness leaders” - and another almost refreshingly prosaic – growth leaders. The problem with them all is the word “leader.” Or, at least, the way it is used in these contexts . . .

Also filed in Individual Leadership, Management | | Comments (5)

Charisma and leadership

Monday, June 30, 2008

Just a little over a week ago I saw a television program on which a full professor of psychology was a guest. He spoke with a sort of brook-no-argument authority about what it takes to be a leader. And there was no question about it in his view: a leader and executive must have charisma; it is a fundamental requirement. Mind you, he wasn’t talking about some sort of post-modern all-things-to-all-people magnetism; he was talking about a lantern-jawed, gimlet-eyed, cigar-chomping, power-radiating charisma. Moreover, the professor added emphatically, they must be the ones who have the vision on every topic . . .

Also filed in Individual Leadership | | Comments (7)

Interpreting dreams

Tuesday, April 15, 2008

To begin with, in discussing the importance of values in organizations, it is worth noting up front that the very fact that today’s modern world is one that is constructed of organizations is worth celebrating - it is a dream come true. . .

Also filed in Culture, Ethics | | Comments (1)

The audition

Tuesday, April 1, 2008

It may seem obvious that it is important to understand what skill sets you need in a job before you start looking for someone to fill it. And, indeed, many Human Resource departments know precisely what is required in closely defined line positions. From sales to production or service fulfilment, these criteria are often quite clear, and the process of discovering who has or can develop them can be just as clear. Unfortunately, the situation is more muddled for managers . . .

Also filed in Human Resources, Management Development, Women in Management | | Comments (8)

The amulet

Tuesday, March 25, 2008

Insular thinking is a real danger in all walks of life, and certainly in business. Unfortunately, it is also all-too common. Last year, for example, we noted here an item about some senior managers who had been sent, as part of their annual training, on organized outings with volunteer groups. Some were positively thunderstruck at the teamwork skills they developed while self-organizing the unloading of roofing tiles from a pickup truck. Another praised the experience as an opportunity for senior management to “organize something and work with people.” I wonder what the managers of the volunteer organizations learned in turn from these awe-struck visitors. . .

Also filed in Management Development, Military Managers, Training and Education | | Comments (12)