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One of the firstthings Peter Drucker hits right off the bat is that effectiveness can belearned. Even people who are not stereotypical leaders can be effectiveexecutives with the right practices. Drucker uses former President Harry Trumanas an example in his introduction, pointing out his effectiveness at runningthe country despite his lack of charisma. After all, “intelligence,imagination, and knowledge are essential resources, but only effectivenesscoverts them into results (Drucker 2).”             It is important to note that thereis a difference between a leader and an executive. In his textbook, Yukl definesleadership as the “process of influencing others to understand and agree aboutwhat needs to be done and how to do it, and the process of facilitatingindividual and collective efforts to accomplish shared objectives (Yukl 7).

” Druckerdefines an executive as those “who are expected by virtue of their position ortheir knowledge to make decisions in the normal course of their work that havesignificant impact on the performance and results of the whole (Drucker 8).”             Drucker notes that one of the mostimportant things an effective executive must learn is how to manage their time.Time is an irreplaceable resource and can be pulled five different ways in anexecutive’s life. Between supervisors, subordinates, family, and other work, itis very easy to waste time and neglect spending time with proper parties. Thisis even more relevant in today’s online society. Since the advent of the cellphones,there have been less and less excuses to ignore important phone calls fromwork.

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Since the advent of the smartphone, it has become less acceptable toignore important emails from work. Now, phones also have the ability to tellanother party if a message has been read yet. It has become easier to receivemessages from around the world while getting around pesky international fees.

Thus,there has been an expectation for everyone, especially executives, to beavailable twenty-four hours per day, three-hundred-and-sixty-five days peryear. This leads to ineffectiveness if an executive is going to be constantlyhounded to handle tasks that could be better delegated to lower-level managers.