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Drucker on Leadership: New Lessons from the Father of Modern Management

by William A. Cohen

November 2009

Intermediate to advanced

304 pages

5h 56m

English

Jossey-Bass

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Drucker's Evolving Attitudes Toward LeadershipDrucker's Model for Effective LeadershipThe Leader's Role in Strategic PlanningBusiness Ethics and Personal IntegrityModeling Military LeadershipThe Psychological Principles of MotivationThe Marketing Model and Leadership
1.1. Defining Your Business Is No Small Thing1.2. How to Obtain Commitment to the Mission Throughout the Organization1.3. Why Everyone Should Be Heard1.4. How to Answer the Question, What Is Our Business?1.4.1. Who Exactly Is Your Customer?1.4.2. Where Is Your Customer Located?1.4.3. What Does Your Customer Buy and Why?1.4.4. How Does Your Customer Define Value?1.5. When Should You Define Your Business?1.6. Drucker's Advice on Defining the Business of the Organization
2.1. Drucker's Vision of Strategic Planning2.2. The Function of a Strategic Plan2.3. Drucker's Three Questions to Determine an Organization's Future2.4. Moving Forward on the Strategic Plan2.5. The Impossibility of Accurate Forecasting2.6. Drucker's Secret (Which Violated His Own Rule)2.7. Drucker's General Directions Lead to New Ideas2.7.1. Baseline Assumptions2.7.2. Delphi Method2.7.3. "What If" Questions2.8. Fine-Tuning and Judging the Future You Have Selected2.9. Drucker on the Process of Creating an Organization's Future
3.1. Looking Out the Window: A Carefully Chosen Metaphor3.2. The First Thing You See When You Look Out the Window: The Broad Environment3.3. Keeping Your Focus While Looking Out the Window3.4. The Second Thing You See When You Look Out the Window: Specific Targets3.4.1. Target Market3.4.2. Cultural, Ethnic, Religious, and Racial Groups3.4.3. Social Class3.4.4. Demographics3.4.5. Organizational Buyers and Other "Buyers"3.4.6. Competitors3.4.7. Technology3.4.8. The Economic Environment3.4.9. The Political Environment3.4.10. The Legal and Regulatory Environment3.4.11. Social and Cultural Environment3.5. Market Research: Acquiring the Information You Need3.5.1. How to Think About a Product That Doesn't Yet Exist3.5.2. How to Determine What Is Likely to Happen3.6. Drucker on the Information the Leader Needs and What to Do with It
4.1. Strategy Not by Formula4.2. Drucker's View of Strategy4.3. Questions Any Company's Strategy Must Answer4.4. A Hypothetical Drucker Methodology4.5. Principles, Resources, and Fixed Certainties4.6. Developing Strategy Based on Drucker's Concepts
5.1. Implementing and Controlling Your Plan5.1.1. Controls Can Be Neither Objective Nor Neutral5.1.2. Controls Must Focus on Results5.1.3. Both Measurable and Nonmeasurable Events Need Controls5.2. Drucker's Metrics for Control5.2.1. Drucker's Seven Specifications5.2.2. The Importance of Periodic Reviews5.3. The Ultimate Control5.4. Drucker's Concepts on Taking Action

6.1. The Concepts of Integrity, Ethics, Morality, Honor, and the Law6.2. Drucker's Early Struggles with Unethical Leadership6.3. Drucker's Analysis of Business Ethics for the Leader6.3.1. Drucker on Extortion or Bribery6.3.2. The Ethics of Social Responsibility6.3.3. The Ethics of Prudence6.3.4. The Ethics of Profit6.3.5. Confucian Ethics6.3.6. Drucker's Conclusions About Business Ethics6.4. Drucker on Ethics for Leaders
7.1. Integrity in Action7.1.1. When No One Knows7.1.2. Putting Yourself at Risk7.1.3. The Mirror Test7.2. My Own Experience of Integrity in Action7.3. Drucker on the Need for Personal Integrity
8.1. Why the Seven Deadly Sins?8.2. The Leadership Sin of Pride8.3. The Leadership Sin of Lust8.4. The Leadership Sin of Greed8.5. The Leadership Sin of Sloth8.6. The Leadership Sin of Wrath8.7. The Leadership Sin of Envy8.8. The Leadership Sin of Gluttony8.9. Drucker on What a Leader Should Avoid
9.1. The Drucker Difference9.1.1. Inability of Government to Solve Social Problems9.1.2. Corporate Mission First9.1.3. Unlimited Liability Clause on Unintended Consequences9.1.4. The Ethics of Social Responsibility9.1.5. Opportunities for Competitive Advantage in Social Responsibility9.1.6. The Critical Importance of Leadership9.2. Drucker on Leadership and Social Responsibility
10.1. The Hippocratic Oath and Primum Non Nocere10.2. Ensuring No Harm Is Done10.3. Look Before Leaping10.4. Never Change for the Good Without First Considering the Future10.5. The Great Housing Depression10.6. Drucker on Doing No Harm
11.1. Who Was Xenophon?11.2. The Consequences of Inaction11.3. Leading the Troops: Pointers for Subordinates11.4. How to Motivate11.5. Reputation Must Be Earned11.6. The Value of Worker Health in Leadership11.7. Drucker's Thoughts on Xenophon11.8. Drucker on What Xenophon's Lessons Meant
12.1. Training Leaders in the Military and Civilian Worlds12.2. Leadership Training: Starting on Day One12.2.1. Focus on Performance, Not Potential12.3. The Need for Continual Evaluation and Feedback12.4. Applied and Practical Training12.5. The Importance of Follow-Through12.6. How to Handle Mistakes12.7. Advantages of the Military Model12.8. Drucker on Training and Developing Leaders
13.1. A Rational Promotion System13.1.1. The Military Promotion System13.1.2. Written Appraisals13.1.3. Getting Promoted13.1.4. The Promotion Board13.1.5. Where Drucker Differed with the Military System13.2. Staffing Decisions13.3. Drucker on Promotion and Staffing
14.1. Command-and-Control Leadership14.2. Leadership in Battle14.3. Why Emulate Military Leadership?14.3.1. Applying Battle Leadership to Organizational Leadership14.3.2. Swords into Ploughshares14.4. Drucker and the Eight Principles14.4.1. 1. Integrity First14.4.2. 2. Know Your Stuff14.4.3. 3. Declare Your Expectations14.4.4. 4. Show Uncommon Commitment14.4.5. 5. Expect Positive Results14.4.6. 6. Take Care of Your People14.4.7. 7. Duty Before Self14.4.8. 8. Get Out in Front14.5. Drucker on the Heart of Leadership
15.1. An Old Problem That Has Only Gotten Worse15.2. The Leap from Tactical to Strategic15.3. The Challenge of Specialization15.4. The Responsibility of the Organization for Selection15.5. How to Prepare for High-Level Leadership15.5.1. Manage Your Own Preparation for Top Management15.5.2. Master a Separate Discipline Outside Your Profession15.5.3. Read Extensively In and Outside Your Primary Specialty15.5.4. Think, Discuss, and Write15.6. Drucker on Preparing for Top Management
16.1. Theory X and Theory Y16.2. Drucker's Views on Theory X16.2.1. Problems with Theory Y16.2.2. The Responsibilities of Theory Y Leaders16.2.3. When Theory X Leadership Is Acceptable16.3. Five Dimensions of Work16.4. How to Make Theory Y Work16.5. Drucker on Style and Motivation
17.1. Employee Satisfaction Will Not Motivate Performance17.2. Drucker's Four Paths to Creating the Responsible Worker17.2.1. Placing Workers Carefully17.2.2. Demanding High Standards of Performance17.2.3. Providing the Worker with Information Needed17.2.4. Encouraging Managerial Vision17.3. Drucker on Motivation
18.1. Was Drucker Right?18.2. Charisma Defined18.3. Are Charismatic Leaders "Misleaders"?18.4. Researching and Developing Charisma18.5. Drucker on Charisma as a Motivator
19.1. Why People Volunteer19.1.1. 1. Work with People Who Treat Me with Respect19.1.2. 2. Interesting Work19.1.3. 3. Recognition for Good Work19.1.4. 4. Chance to Develop Skills19.1.5. 5. Working for People Who Listen to Ideas for Improvement19.1.6. 6. A Chance to Think for Myself19.1.7. 7. Seeing the End Results of My Work19.1.8. 8. Working for Efficient Managers19.1.9. 9. A Job That Is Not Too Easy19.1.10. 10. Feeling Well Informed About What Is Going On19.2. Drucker on Treating Employees as Volunteers
20.1. The Difference Between Marketing and Selling20.2. The Rise of Marketing20.3. The Value of Marketing as a Leadership Model20.4. How to Adopt Marketing as a Leadership Concept
21.1. Disadvantages of Mass Marketing21.2. The Solution for Marketers and Leaders: Segmentation21.3. What Segmentation Means for the Leader21.4. The Basics of One-on-One Segmentation21.5. Interacting with Staff in the Workplace21.6. Interacting with Staff Outside the Workplace21.7. Off-Duty and Unofficial Meetings21.8. The Function of Segmentation in Leadership
22.1. The Role of Positioning in Communication22.2. Case Study: How to Apply Positioning to Leadership22.3. Analysis of the Problem and Its Solution22.4. The Benefits of Being First22.4.1. What to Do If You Can't Be First22.4.2. The Positioning Procedure
23.1. The Mass Mind23.2. Strategies of Influence and Persuasion23.2.1. Coercion23.2.2. Sincerity23.2.3. Increasing Commitment23.2.4. Referral, Social Proof, and Conformity
23.3. Introduction23.4. Part One23.5. Chapter One23.6. Chapter Two23.7. Chapter Three23.8. Chapter Four23.9. Chapter Five23.10. Part Two23.11. Chapter Six23.12. Chapter Seven23.13. Chapter Eight23.14. Chapter Nine23.15. Chapter Ten23.16. Part Three23.17. Chapter Eleven23.18. Chapter Twelve23.19. Chapter Thirteen23.20. Chapter Fourteen23.21. Chapter Fifteen23.22. Part Four23.23. Chapter Sixteen23.24. Chapter Seventeen23.25. Chapter Eighteen23.26. Chapter Nineteen23.27. Part Five23.28. Chapter Twenty23.29. Chapter Twenty - One23.30. Chapter Twenty - Two23.31. Chapter Twenty-Three

Content preview from Drucker on Leadership: New Lessons from the Father of Modern Management

Part I. The Leader's Role in Shaping the Organization's Future

Peter admonished us in class: "You cannot predict the future, but you can create it." His method of creation was what we term strategic planning—a topic some senior executives ignore as an important element of leadership. Several years ago one CEO of a major corporation called his senior executives together on his ascension to the position and announced: "Gentlemen, I'm dismantling the strategic planning division and ceasing all strategic planning. I am not a believer." Peter, however, was not only a believer, he thought that strategic planning was the foundation of all leadership. In his view, a leader's primary responsibility was to think through the organization's mission clearly ...

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Publisher Resources

ISBN: 9780470405000

Drucker on Leadership: New Lessons from the Father of Modern Management

by William A. Cohen

Part I. The Leader's Role in Shaping the Organization's Future

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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Publisher Resources

Part I. The Leader's Role in Shaping the Organization's Future

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

Practicing Positive Leadership

Drucker on Marketing: Lessons from the World's Most Influential Business Thinker

101 Leadership Actions for Managing Change in the 21st Century

Building the Best: 8 Proven Leadership Principles to Elevate Others to Success

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.