Leadership for Intelligence Professionals   

Peter Drucker on the Leader’s Role in the Management of the Organization

Peter Drucker, the foremost management thinker and consultant of the second half of the 20th century, has said that:

Effective leaders delegate a good many things; they have to or they drown in trivia.  But they do not delegate the one thing that only they can do with excellence, the one thing that will make a difference, the one thing that will set standards, the one thing they want to be remembered for.  They do it.

Drucker does not say specifically what that “one thing” is.  But, certainly, the “one thing” that Leaders can’t delegate is their Leadership responsibilities. As this course has, hopefully, made clear, that is the “one thing” that sets the standards and makes a difference in an organization. As Drucker describes his “effective leader” it becomes clear that there are several areas in which “effective leaders” focus their leadership responsibility.  He says, that “All the effective leaders I have encountered knew four simple things.” and “…the effective leaders I have met, worked with and observed also have behaved in much the same way.” 

He says that “effective leaders” “knew” that “…without followers, there can be no leaders” and “Leaders…set examples” and they “behaved” by regularly submitting themselves to the “mirror test”.  Thus, it seems that Drucker believes that one leadership responsibility should be to maintain one’s own integrity and set the example for organizational integrity.  In that way the Leader maintains the trust of the people of the organization and fosters an organization that others can trust.

Further, he says that “effective leaders” are “extremely tolerant” of people and do not look for “carbon copies of themselves” and they “are not afraid of the strengths of their associates” but rather “glory in it”.  All of which suggests that Drucker believes that “effective leaders” have the responsibility to get out among the people of the organization, interact with them and get to know them, to understand and care about them as individuals and professionals and appreciate their unique capabilities and contributions.

All of the foregoing clearly indicates that an “effective Leader” is a person of integrity and, in the terms used by OPM and ODNI, “Leads People”.

Finally, Drucker says that “effective leaders” “knew” that “Popularity is not leadership, results are” and that “Leadership…is responsibility”.   Thus, Leaders “behaved” by asking four questions.  “What needs to be done?”; “What can and should I do to make a difference?”; and “What are the organization’s missions and goals? What constitutes performance and brings results in this organization?”  All of those questions suggest that Drucker believes that “effective leaders” have the management responsibility to determine “what needs to be done” that will “make a difference” in improving the “performance” and “results” of the organization in carrying out its “missions” and achieving its “goals”.

Clearly, from the foregoing, in the terms used by OPM and ODNI, an “effective Leader” is “Results Oriented”. 

From Peter Ducker  “Not Enough Generals Were Killed” in Leader to Leader: Enduring Insights from the Drucker Foundations Award Winning Journal;Frances Hesselbein, with Paul M. Cohen,  eds.  

In Drucker’s mind, being “Results Oriented” is clearly the organizational Leader’s role in management.  This is indicated when, elsewhere, he writes about the “effective executive”, meaning a manager.  He says “An effective does not need to be a leader in the sense that the term is now most commonly used.”  Yet when describing an ‘effective executive” he says “They asked, ‘What needs to be done?’”  and “They asked, ‘What is right for the enterprise?’”  These are the same two “Results oriented” questions as he says “effective leaders” ask.  But, then he goes on to list other that “effective executives” do which are clearly management, “They developed action plans.”

From Peter Ducker, “What Makes an Effective Executive” in Harvard Business Review June 2004

In summary, it seems that, in the terms used by OPM and the ODNI, Drucker believes that an effective Leader’s leadership responsibility is to “Lead People” and management responsibility is to be “Results Driven”.

Additional Statements by Peter Drucker on Leadership

Drucker Himself on Leadership

What then is leadership if it is not character or a set of leadership traits?  The first thing to say about leadership is that it is work….

The foundation of effective leadership is thinking through the organizations mission, defining it, and establishing it clearly and visibly.  The leader sets goals, sets the priorities and sets and maintains the standards….

What distinguishes the leader from the misleader are his goals.

Extracted from “Leadership at Work” Chapter 19  in The Essential Drucker.  Also published in the Harvard Business Review in 1989.    

Drucker Interpreted on Leadership

William A. Cohen was Peter Drucker’s first executive PhD graduate.  His latest book is A Class with Drucker.  He has written that:

“More than 50 years ago, Drucker wrote in his first book devoted to management, ‘Leadership is of the utmost importance. Indeed, there is no substitute for it.’  While Ducker did not leave us with a unified model of leadership, through his writings and presentations, as well as my own notes and personal conversations, we can derive the essence of what Ducker wanted to teach us.  Ducker’s model for effective leadership has five components.

1. Build on the foundation of strategic planning. Ducker wrote: “You can’t predict the future but you can create it.”  His method of creation was strategic planning.  Though strategic planning is difficult and risky, it is the first priority of the leader.  Strategic planning is about making decisions now to create a desired future….

2. Establish the condition of business ethics and personal integrity.  If strategic planning is the foundation of leadership, ethics and personal integrity are necessary conditions for leadership effectiveness.  In his early writings, Ducker stated that leadership is exercised through character, and though followers migh forgive a leader much, they would not forgive him a lack of integrity.

3. Model military leadership.  Some may be surprised at this element although Ducker left many clues in his writings….Drucker wrote: “The Army trains and develops more leaders than do all other institutions and with a lower casualty rate.”

4. Motivate the correct way. …Ducker’s view of motivation included these elements.  Workers are led, not managed. The workplace is participatory, but not “free-wheeling”. Workers are not motivated by money alone.  Each worker is motivated differently according to the individual and the situation. All workers are treated as volunteers and with respect.

5. Apply the marketing concept to leadership.  …he called workers “partners” who can’t be ordered---they have to be persuaded.  Hence leadership is “a marketing job”.

Unfortunately Peter did not write “Drucker on Leadership”, but he left clues, and through these clues, we can make maximum use of his genius to lead with integrity, effectiveness and honor.  Ducker gave us his profound definition of leadership.  “Leadership is lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.”

Extracted from William A. Cohen, “Effective Leadership: Let’s Revisit Drucker’s Model” in Leadership Excellence  August 2008.