1. Qualities of Effective Leadership: Principles of Peter F. Drucker Presented by: Dr. Paul A. Rodríguez and Dr. Ron Williams

2. Knowledge has to be improved, challenged and increased constantly, or it vanishes.---Peter F. Drucker Introduction As we approach the third millennium, America cries out for leadership at all levels of society and in every organization that compose it. It must be a national priority to seek out effective leaders. We urgently need culturally sensitive women and men who can grasp the vision of the future. Leadership is the essential force behind any successful organization. Effective leaders help generate vital and viable organizations that can develop and mobilize into new visionary roles in today’s modern society. In so doing, leaders can form a more desirable future for this nation and the world. In contrast, ineffective leadership directs society into becoming a dreamless society lacking purpose, vision and cohesion. Bennis states:

4. Another perspective examines leader behavior, for as Greenberg and Baron (2000) note, we “…may not be born with the ‘right stuff’, but we certainly strive to do the ‘right things’—that is, to do what it takes to become a leader.

6. Leaders have a commitment to self-assessment as a commitment to developing themselves and their organization as a leader.

7. Leaders have a commitment to community and to change lives.

9. The trait view of leadership suggests that individuals become leaders because of the traits they possess.

11. House, Shane and Herold (1996) have found that successful leaders possess many of the following traits: drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, creativity and flexibility.

13. The core mission remains fixed while operating practices, cultural norms, strategies, tactics, processes, structures and methods continually change in response to changing realities.

14. The core mission provides guidance, not just about what to do, but equally what not to do.

15. People will demand operating autonomy—freedom plus responsibility—and will simultaneously demand that the organizations of which they are a part stand for something.

16. Leadership Behaviors

17. Autocratic/authoritarian behaviors tend to be controlling with the sole responsibility for decision making and action resting with the leader.

21. Charismatic leaders have that something special about them and exert especially powerful effects on followers.

22. A special kind of leader-follower relationship develops that results in higher level of enthusiasm and excitement.

23. The charismatic leaders can make ordinary people do extra-ordinary things.

24. Transformational Leaders

25. Transformationalleaders also have charisma, but are able to incorporate the leader qualities in such a way that they are able to transform and renew their organizations.

32. Leadership is a reciprocal learning process that allows individuals to construct and validate meanings that result in shared goals and purposes

33. Leadership is a process that everyone in the organization can engage in and involves skilled and complicated work

34. Leadership involves sharing decision making with others and is collective endeavor, and the journey of learning leadership must be appreciated in order for the purpose and action to be shared

36. Leadership is a sacred trust, not a bestowed rights and involves knowing your core values. Ethical behavior and your integrity is essential at all times, for you will be tested often by others

37. Leadership is about hearing all the voices—customers, workers, community and others. Active listen and open communication is a must

38. Leadership is about creating an excess of vision—yours, mine and ours

39. Leadership is about being uncomfortable—looking for data that disconfirms what we believe to be true

40. Leadership is about a journey that begins with introspection and reflection, self-assessment, and keeping your vision focused and consistent

41. Leadership is about empowering yourselves and others—sharing information and decision making. Taking risks that will continue the vision and mission of the organization

42. Leadership involves identifying and dealing with personal behaviors to change, both personal and organizational

43. Trust is the foundation on which success is built, as well as conviction to keep focused on your goals, values, integrity, commitment and vision

44. Building positive working relationships where the leader makes their intentions known to others and solicit feed back. Building on active listening and open communication with all individuals you encounter

45. Such feedback helps all involved parties to be more consistent and behave in trusting and compassionate ways

47. Executive Skills (continued) Planning/prioritization. The ability to figure out how to reach a goal or complete a task. Organization. The ability to create and maintain systems to keep track of information or materials. Time management. The ability to gauge how much time one has, how to allocate it and stay within time limits and deadlines. Goal-directed persistence. The capacity to have a goal and follow through to completion despite distractions of competing interests. Flexibility. The ability to revise plans in the face of obstacles, setbacks, new information or mistakes.

48. Resilence Definition: the ability to bounce back from setbacks, learn from failure, be motivated by challenges, believe you can handle stress and difficulties in life. It is not all or nothing. It comes in amounts. You can be a little resilient, a lot resilient or resilient in some situations but not others. Seven ingredients of resilience we need to embrace in our leadership roles. It means being comfortable with feelings and being able to express them. Resilient leaders don’t get “stuck” in an emotion. Resilience doesn’t stop you from having impulses that are not in your best interest, but you can learn to internalize the “stop and think” message and use it to make appropriate choices about your actions and decisions. Optimistic people are happier, healthier, more productive, have better relationships, succeed more, are better problem solvers and are less likely to become depressed.

49. Resilience (continued) It increases the likelihood that you’ll be able to come up with solutions to a problem you are facing (Plan B). Self-confidence. You know your strengths and use them to navigate your world (sense of humor, charm, creativity. It facilitates strong relationships. When leaders have a strong network of friends and colleagues who care about them (support system), they have someone to whom they can turn when they need help.

50. Qualities of Leadership: Leadership Quotes

51. References Bennis, W. (1997). Managing people is like herding cats. Utah: Executive Excellence Publishing. Drucker, P. F., Collins, J., Kotler, P., Kouzes, J., Rodin, J., Rangan, J.R., and Hesselbeing, F. (2008). The five most important questions you will ever ask about your organization. San Francisco: Jossey-Bass A. Wiley. Green, R. L., (2001). Practicing the arts of leadership. New Jersey: Prentice-Hall. House, R. J., Shane, S. A., and Herold, D. M. (1996). Rumors of the death of dispositional research are vastly exaggerated. Academy of Management Review, 21, 203-224. Hoy, W. K., and Miskel, C. G. (1996). Educational administration: Theory, research and practice (5th ed.). New York: McGraw-Hill. Kirkpatrick, S. A., and Lock, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5, 48-60.

52. Contact information Dr. Ron WilliamsDr. Paul A. Rodríguez Email: ronwms1@sbcglobal.net Email: cogitoconsulting@aol.com Work: 909.386.2644 Cell: 909.519.2777 Website: www.par913edu.com Cogito Consulting, L.L.C.