Effective Leaders Follow These Eight Practices
By Peter F. Drucker

The Managers Journal
June 2, 2004
The Wall Street Journal Online

An effective executive does not need to be a leader in the sense that the term is now most commonly used. Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in U.S. history. Some of the best business and nonprofit CEOs I've worked with over a 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices:

I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to a rule:

-- Mr. Drucker is a professor of social science and management at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University. This commentary is adapted from his article "What Makes an Effective Executive" in the June issue of the Harvard Business Review.

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