by Jimmy Flatbush

Created on: March 29, 2010

Management theorists are as prevalent as Microsoft viruses, but one man stands above the rest in terms of defining the qualities of a successful manager. Peter Drucker is a mainstay of collegiate management courses and business management seminars. His written and oral presentations form the basis of management theory. For all the oft-quoted Drucker tenets, the paramount one is how Drucker explains the relationship between leadership and management.

Drucker, who passed away in 2005, insisted leadership is only component of a successful manager. According to Drucker, leadership is about making the right decisions, while management is about doing things right. If you work in management and wish to become a successful manager, here are some qualities that will help you achieve Drucker’s vision.

Exploit strengths, minimize weaknesses

From auto repair shop to professional sports managers, the ultimate quality is the ability to develop and utilize personnel strengths. Putting the right people in positions to succeed goes a long way in determining the success of not only the manager, but of the organization as well.

Fairness and Consistency

Successful managers establish rapport with their team by implementing policies with fairness and consistency. You can even call this quality being consistently fair. Nothing undermines morale than a manager who plays favorites. Since morale is the underpinning of productivity, fairness and consistency should be considered one of the more vital qualities of a successful manager.

Character

Employees expect their managers to be honest and trustworthy. Once they discern unethical behavior, employees tend to follow the example set by their manager. Moreover, humility is an indispensible part of character, and humility means deflecting praise by shining the spotlight on others in the organization. Character is a quality that seems hard to find in a business world poisoned by scandal and corruption.

Energy

Energy fuels enthusiasm, which is the engine that drives a manager’s team. Enthusiasm means genuine optimism, not the false bravado promoted by a sycophant. Energy also fuels positive attitudes, which motivates employees to perform at a high level.

Accountability

We live in a finger pointing society. The blame game occurs in organizations of all shapes and size. People desperately want to work with someone who manages by accepting responsibility for decisions that go awry. They want to be part of a team managed by someone

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