Drucker on Leadership E-Book

William A. Cohen

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 389

Veröffentlichungsjahr: 2009

Beschreibung

Although Peter Drucker, "The Father of Modern Management," died in 2005, his timeless teachings are studied and practiced by forward-thinking managers worldwide. His lessons and wisdom on the topic of leadership--the central element of management--are in constant demand, yet he wrote little under that actual subject heading. In Drucker on Leadership, William A. Cohen explores Drucker's lost leadership lessons--why they are missing, what they are, why they are important, and how to apply them. As Cohen explains, Drucker was ambivalent about leadership for much of his career, making it clear that leadership was not by itself "good or desirable." While Drucker struggled with the concept of leadership, he was well aware that it had a critical impact on the accomplishment of all projects and human endeavors. There is no book from Drucker specifically dedicated to leadership, but a wealth of information about leadership can be found scattered throughout his 40 books and hundreds of articles. Drucker's teachings about leadership have saved many corporations from failure and helped guide others to outstanding success. Many of the leadership concepts revealed in this book will surprise and perhaps shock Drucker's followers. For example, who would have thought that Peter Drucker taught that "leadership is a marketing job" or that "the best leadership lessons for business or any nonprofit organization come from the military"? Written for anyone who values the insights of the man whose name is synonymous with excellence in management, Drucker on Leadership offers a deeper understanding of what makes an extraordinary leader.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Dedication

Foreword

Introduction

Drucker’s Evolving Attitudes Toward Leadership

Drucker’s Model for Effective Leadership

PART ONE - The Leader’s Role in Shaping the Organization’s Future

CHAPTER 1 - The Fundamental Decision Determining the Business of the Organization

Defining Your Business Is No Small Thing

How to Obtain Commitment to the Mission Throughout the Organization

Why Everyone Should Be Heard

How to Answer the Question, What Is Our Business?

When Should You Define Your Business?

Drucker’s Advice on Defining the Business of the Organization

CHAPTER 2 - The Process Creating a Strategic Plan

Drucker’s Vision of Strategic Planning

The Function of a Strategic Plan

Drucker’s Three Questions to Determine an Organization’s Future

Moving Forward on the Strategic Plan

The Impossibility of Accurate Forecasting

Drucker’s Secret (Which Violated His Own Rule)

Drucker’s General Directions Lead to New Ideas

Fine Tuning and Judging the Future You Have Selected

Drucker on the Process of Creating an Organization’s Future

CHAPTER 3 - Look, Listen, and Analyze The Information the Leader Needs

Looking Out the Window: A Carefully Chosen Metaphor

The First Thing You See When You Look Out the Window: The Broad Environment

Keeping Your Focus While Looking Out the Window

The Second Thing You See When You Look Out the Window: Specific Targets

Market Research: Acquiring the Information You Need

Drucker on the Information the Leader Needs and What to Do with It

CHAPTER 4 - Methodology Developing Drucker Based Strategies

Strategy Not by Formula

Drucker’s View of Strategy

Questions Any Company’s Strategy Must Answer

A Hypothetical Drucker Methodology

Principles, Resources, and Fixed Certainties

Developing Strategy Based on Drucker’s Concepts

CHAPTER 5 - Taking Action What It Takes to Implement Your Plan

Implementing and Controlling Your Plan

Drucker’s Metrics for Control

The Ultimate Control

Drucker’s Concepts on Taking Action

PART TWO - Ethics and Personal Integrity

CHAPTER 6 - Drucker’s Views on Business Ethics

The Concepts of Integrity, Ethics, Morality, Honor, and the Law

Drucker’s Early Struggles with Unethical Leadership

Drucker’s Analysis of Business Ethics for the Leader

Drucker on Ethics for Leaders

CHAPTER 7 - Effective Leadership and Personal Integrity

Integrity in Action

My Own Experience of Integrity in Action

Drucker on the Need for Personal Integrity

CHAPTER 8 - The Seven Deadly Sins of Leadership

Why the Seven Deadly Sins?

The Leadership Sin of Pride

The Leadership Sin of Lust

The Leadership Sin of Greed

The Leadership Sin of Sloth

The Leadership Sin of Wrath

The Leadership Sin of Envy

The Leadership Sin of Gluttony

Drucker on What a Leader Should Avoid

CHAPTER 9 - Effective Leadership and Corporate Social Responsibility

The Drucker Difference

Drucker on Leadership and Social Responsibility

CHAPTER 10 - The Responsibility of a Corporation First, Do No Harm

The Hippocratic Oath and Primum Non Nocere

Ensuring No Harm Is Done

Look Before Leaping

Never Change for the Good Without First Considering the Future

The Great Housing Depression

Drucker on Doing No Harm

PART THREE - The Military: Drucker’s Model Organization

CHAPTER 11 - Leadership Lessons from Xenophon

Who Was Xenophon?

The Consequences of Inaction

Leading the Troops: Pointers for Subordinates

How to Motivate

Reputation Must Be Earned

The Value of Worker Health in Leadership

Drucker’s Thoughts on Xenophon

Drucker on What Xenophon’s Lessons Meant

CHAPTER 12 - Training and Developing Leaders

Training Leaders in the Military and Civilian Worlds

Leadership Training: Starting on Day One

The Need for Continual Evaluation and Feedback

Applied and Practical Training

The Importance of Follow-Through

How to Handle Mistakes

Advantages of the Military Model

Drucker on Training and Developing Leaders

CHAPTER 13 - Promotion and Staffing

A Rational Promotion System

Staffing Decisions

Drucker on Promotion and Staffing

CHAPTER 14 - The Heart of Leadership

Command-and-Control Leadership

Leadership in Battle

Why Emulate Military Leadership?

Drucker and the Eight Principles

Drucker on the Heart of Leadership

CHAPTER 15 - Leadership for Upper Management

An Old Problem That Has Only Gotten Worse

The Leap from Tactical to Strategic

The Challenge of Specialization

The Responsibility of the Organization for Selection

How to Prepare for High Level Leadership

Drucker on Preparing for Top Management

PART FOUR - Motivation and Leadership

CHAPTER 16 - Leadership Style as a Motivator

Theory X and Theory Y

Drucker’s Views on Theory X

Five Dimensions of Work

How to Make Theory Y Work

Drucker on Style and Motivation

CHAPTER 17 - Motivating to Peak Performance

Employee Satisfaction Will Not Motivate Performance

Drucker’s Four Paths to Creating the Responsible Worker

Drucker on Motivation

CHAPTER 18 - Charisma as a Motivator

Was Drucker Right?

Charisma Defined

Are Charismatic Leaders “Misleaders”?

Researching and Developing Charisma

Drucker on Charisma as a Motivator

CHAPTER 19 - The Volunteer Paradigm

Why People Volunteer

Drucker on Treating Employees as Volunteers

PART FIVE - The Marketing Model of Leadership

CHAPTER 20 - Applying Marketing to Leadership

The Difference Between Marketing and Selling

The Rise of Marketing

The Value of Marketing as a Leadership Model

How to Adopt Marketing as a Leadership Concept

CHAPTER 21 - Applying Segmentation to Leadership

Disadvantages of Mass Marketing

The Solution for Marketers and Leaders: Segmentation

What Segmentation Means for the Leader

The Basics of One-on-One Segmentation

Interacting with Staff in the Workplace

Interacting with Staff Outside the Workplace

Off-Duty and Unofficial Meetings

The Function of Segmentation in Leadership

CHAPTER 22 - Applying Positioning to the Organization and the Leader

The Role of Positioning in Communication

Case Study: How to Apply Positioning to Leadership

Analysis of the Problem and Its Solution

The Benefits of Being First

CHAPTER 23 - The Role of Influence and Persuasion on Strategy and Tactics

The Mass Mind

Strategies of Influence and Persuasion

EPILOGUE

NOTES

ABOUT THE AUTHOR

INDEX

Praise forDrucker on Leadership

“What Cohen learned as Peter Drucker’s student, and their personal relationship afterwards, changed Bill’s life. Reading Drucker on Leadership will change the way you look at and apply leadership forever.”

—Bruce Rosenstein, author of Living in More Than One World: How Peter Drucker’s Wisdom Can Inspire and Transform Your Life

“Peter F. Drucker helped me found the Peter F. Drucker Academy in China. It is a pleasure to see his concepts and what he instructed me brought together in one place and explained so that they could be applied by any executive. Drucker on Leadership is a valuable and useful book.”

—Minglo Shao, chairman and CEO of the Bright China Group and founder of the Peter F. Drucker Academy

Copyright © 2010 by William A. Cohen. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Cohen, William A.

Drucker on leadership : new lessons from the father of modern management/William A. Cohen, PhD. p. cm.

Includes index.

eISBN : 978-0-470-54224-8

1. Leadership. 2. Organization. 3. Management. I. Title. HD57.7.C6426 2009 658.4’092—dc22

2009029118

HB Printing

For Doris DruckerThe First Lady of the Peter F. Drucker andMasatoshi Ito Graduate School of Managementbut more than that—the author of a best-selling book,the founder and CEO of a medical device company,and a woman who not only stood by her manfor almost seventy yearsbut continues to travel the worldpromoting his principles.

FOREWORD

by Frances Hesselbein

For those who sit at the feet of Peter Drucker, and always will, and for those just discovering our greatest leadership philosopher, Drucker on Leadership is a rare and timely gift, as we approach the great celebration of Peter Drucker’s hundredth birthday. And who better to bring us this exciting new book, these new observations, than Drucker’s first Executive Ph.D. graduate. No one else can claim this unique status—a thirty-year relationship with Peter, a unique understanding of almost a third of Peter Drucker’s journey that he shared.

The Peter F. Drucker Foundation for Nonprofit Management was established in 1990. Six weeks after I had left the CEO position at the Girl Scouts of the USA, I found myself the CEO of the new Drucker Foundation. We had ten inspiring years with Peter Drucker as our honorary chairman. He attended our board meetings, three times a year for ten years, spoke at every conference we held, and wrote forewords and chapters for many of our twenty six books. All of us—board members, staff members, and all—had numerous opportunities to listen to, dialogue with, work on the written and spoken word with Peter Drucker. With gratitude we absorbed and appreciated his messages, his voice, his timeless philosophy.

When Peter became frail, unable to be with us in person, we decided that the most loving and respectful thing we could do was to return his name to the family; we became the Leader to Leader Institute, taking the name of our journal, Leader to Leader. But it is the same organization, still committed to moving Peter Drucker’s works, his philosophy, his message across all three sectors and around the world. We are as committed today as we were in March 1990 when the Drucker Foundation was born.

I share this preamble to the Introduction with you because my reflections on Bill Cohen’s Drucker on Leadership have a deep and close appreciation and experience with the hero of the book, and I can say with documented certainty that Cohen’s Drucker on Leadership is pure Drucker. Every chapter brings a fresh, new approach to understanding the world, the works, the leadership philosophy of Peter Drucker. I read the manuscript with a critical eye, for I felt I owed Bill Cohen an alert if a Drucker concept did not come through clearly or was not consistent with the Peter Drucker that the Girl Scouts of the USA and the Drucker Foundation (Leader to Leader Institute) welcomed, understood, practiced, made their own.

Drucker on Leadership passes this most rigorous test—these lessons are the lessons all those who sat at the feet of Peter Drucker learned, practiced, and lived: the Drucker philosophy. To this day I quote Peter to audiences in all three sectors: for example, “The U.S. Army does the best job of developing leaders, because it develops leaders from within.” Bill Cohen’s analysis in Part Three captures Peter’s respect for the military model of leadership development.

Strategic planning is strengthened by “The best way to predict the future is to create it.” We see T shirts with this wisdom. Peter was the model for the principled, ethical leader. Almost one hundred years of his “gift of example” in leadership and ethics sustains us in our times when far too many have lost their way.

And when it comes to marketing, with “A business has just two functions—marketing and innovation,” Peter lights a fire.

In Part One, Bill Cohen is faithful to Peter’s focus on “mission,” defined as “why we do what we do, our reason for being,” which is all about the desired future. Determining what business we are in is a primary responsibility of the leader and the power of inclusion comes through clearly, along with determining who is our customer, an equally powerful message.

Creating an organization’s future may seem a formidable task in our uncertain times, when few dare to describe the future—even ten years from now—yet in this book are guidelines for that journey into an uncertain future. Drucker’s concepts of the process of creating an organization’s future give reassurance to today’s planners of the future. When I finished Bill Cohen’s book, I felt as though I had been listening to the voice of Peter Drucker himself.

Bill Cohen has been a faithful student, a faithful friend, a faithful disciple, and now with Drucker on Leadership he has, and I use a term I learned from Peter, truly “kept the faith.”

INTRODUCTION

Peter Drucker and Leadership

There is little doubt that Peter Drucker, the “Father of Modern Management,” considered leadership the essential management skill. As early as 1947, he declared in Harper’s Magazine, “Management is leadership.”1 Seven years later, in his first book devoted entirely to management, he wrote: “Leadership is of utmost importance. Indeed there is no substitute for it.”2 However, despite these clear early statements, Drucker did at times seem to equivocate about leadership. Only a few short sentences after the statement about the importance of leadership, for example, he added, “Leadership cannot be taught or learned.”

Clearly, Drucker was ambivalent about leadership—or at least the idea that it could be taught—and he remained so for much of his career. In Management: Tasks, Responsibilities, Practices, published in 1973, he reiterated, “There is no substitute for leadership. But management cannot create leaders,” and, although the book ran 839 pages, leadership did not appear as a topic in its own right.