AN EFFECTIVE EXECUTIVE DOES NOT need to be a leader in the sense that the term is now most coomonly used. Harry Truman did not have once ounce of charisma, for example, yet he was among the most effective chief executives in U.S. history. Similarly, some of the best business an nonprofit CEOs I´ve worked with over a 65 year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strenghts, and weaknesses.
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:
1. They asked, "What needs to be done?"
2. They asked, "What is right for the enterprise?"
3. They developed action plans.
4. They took responsibility for decisions.
5. They took responsability for communicating.
6. They were focused on opportunities rather than problems.
7. They ran productives meetings.
8. They thought and said "we" rather than "I".
The first two practices gave them convert this knowledge into effective action. The last two ensured that the whole organization felt responsible and accountable.
What Makes an Effective Executive
by Peter F. Drucker.
On Leadership from Harvard Business Review.
THE MAN WHO INVENTED MANAGEMENT