Peter F. Drucker contributed to the conceptual and practical underpinnings of contemporary corporate management through his publications. He also can be referred to as the father of modern management because of his contributions to the establishment of management education. In his paper “What Makes a Successful Leader,” he discusses the importance of an effective leader’s self-improvement in the development of an organization (Drucker, 2004). The underlying idea of Drucker’s article is that when leaders enhance their effectiveness, the entire company improves. He claims that an efficient manager does not need to be a leader in any way; the most important thing is to maximize efficiency, with leadership being secondary (Drucker, 2004). A manager’s role is to make decisions that have a major impact on the overall operation of the company. Executives must improve their talents in order to accomplish a good job and to achieve this, they can and should improve their effectiveness.
Drucker proposes eight essential pillars that must be followed to ensure effective leadership in the area. Responsibilities, attention, and productivity in meetings and activities are all discussed (Drucker, 2004). The idea behind these pillars is simple – to acquire the essential information, then to implement it, and ultimately to secure group efficacy. Around these pillars, three key issues can be distinguished. First of all, Drucker emphasizes the importance of a comprehensive and, at the same time, flexible action plan (Drucker, 2004). The action plan should be a proclamation of intention rather than a promise. As a result, it should be revisited on a regular basis in light of new prospects and significant changes in the business environment and market. He underlines the need to include flexibility in the action plan (Drucker, 2004). Rather than a set of corporate objectives, the action plan should serve as the foundation for managing the executive’s time and increasing his competitiveness.
The second key pillar of the author’s thesis is proper staff policies, which he claims to be a significant part of capacity orientation. Executives that are effective focus their finest staff on opportunities rather than challenges since the best individuals should be provided with the finest chance (Drucker, 2004). Overly convoluted bureaucracy and nepotism have no place in the system. The staff and their fit with the established goals are the main strengths of successful and effective management. The responsibilities and the ability to take responsibility have been highlighted by the author several times, making it another crucial pillar of the idea (Drucker, 2004). Managers must focus on decision-making, communication, possibilities rather than issues, and meetings, as well as taking responsibility.
The article’s main point and impact are that strong executives have a wide range of skills, limitations, values, and beliefs. On the other hand, efficiency is a discipline that can be learned and achieved by any manager who wants to succeed. Furthermore, it can be observed from reading that the essential ideas of Drucker’s notions apply not just to management and business but also to other fields. As a result, an effective executive may also be an effective person. Time management, planning, and accountability for actions can extend beyond managerial contexts. In this sense, the article provides a considerably broader spectrum of applicability as well as a good evaluation. However, every executive should examine the article’s lessons and primary themes, as they give useful and unique guidance to improving the potential of their company or organization.
Reference
Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review, 82(6), 59-63.