A nonprofit will require different types of motivational leadership than a sales-drive for-profit entity. 6. A good manger leads, a good manger does not just see him or herself as a manager.

Leadership is not simply delegating and supervising. It is about vision, about making people want to follow an order or a principle. If people do not willingly follow a leader, but merely obey the words of a manager because they feel they 'must' for a promotion, or to keep their job, their work will not be optimal, and thus the organization's performance will not be optimal.

7. A good manager is confident enough to make participative decisions.

People are motivated by leadership; they are also motivated by having a sense of making a contribution to an organization through their own unique abilities and efforts. Participative leadership ensures that employees feel they 'own' the company to some degree, and that the decisions they make are 'theirs,' not simply that of a faceless corporate bureaucrat far, far away at corporate headquarters.

8. A good manager learns from as well as teaches subordinates.

On the most mundane level, asking employees for the most efficient way to manage the store during high levels of customer turn-over at a fast-food restaurant can give service workers a sense of pride, and on...

A good manager sets SMART goals.
SMART goals are specific, measurable, achievable, realistic, and timely. A vague goal, like to do 'more' will mean something different to every manager and every subordinate. To ensure that the 'grading' process is fair, the outcome must be measurable, as in increasing sales figures by a certain percent. If the goals are not realistic and achievable, employees will feel less of an incentive to comply with an unreasonable manager, and if the goals are not timely, project costs will spiral out of control.

10. A good manager is capable of changing.

Not so long ago, the Internet was unheard of, and organizational diversity was a foreign concept. An organization, however large, is located in a larger social and economic climate, and a manger must respond to that climate as well as the needs of the organization. Think of how much the world has changed in twenty years -- and how different it is apt to look twenty years in the future.

Works Cited

Drucker, Peter F. The Essential Drucker. Collins, 2001.