Leadership Development the Famous Peter Drucker Was

Leadership Development The famous Peter Drucker was very prescient when he said that managers do things right and leaders do the right things. Leadership development is being able to know better and better with time what things should be done and why both in general terms and based on particular circumstances and the choices offered (Weinschenk, 2013). Part of knowing what to do and why is knowing the conditions on the ground, knowing how things operate and how to conduct one's self while traversing this environment.

The current lay of the land at this college is no different. Leadership Capacity In general terms, leadership capacity and the management of the same is all about being prepared to deal with both the mundane and the extraordinary. It is also about managing the expected and the unexpected. At a minimum, any good leader will make sure to help hone, perfect and even create (as needed) all the relevant procedures and processes so that things run smoothly.

He will also know when to change things as well as when NOT to change things and reasons for either of those. Change for change's sake is a bad idea but refusing to evolve when it's called for is also a terribly bad idea. The author of this report will display a high capacity in that the author will be prepared for all challenges that come around during this internship and will thus be prepared when many to most things happen.

However, when things happen that are unexpected or major in nature, the author will make sure to remain calm and collected and use the available resources while at the same time not being too reliant or clingy because the ability to be independent and self-sufficient is just as important as the ability to mesh well with teammates.

For example, being able to complete the required work assigned that is not reliant on others would be a self-sufficiency thing while a task or project that involves multiple departments would absolutely require both self-sufficiency to do the deliverables that the author is responsible for but interaction and interfacing with others is also important. Fullan made the point that "capacity" is the expansion and improvement of what a management or leadership team is able to absorb and deal with.

The unwillingness or inability to deal with daily challenges would represent a lack of capacity while a gung ho and aggressive (yet polite) addressing of daily tasks and challenges would show high capacity. It is all about being prepared, being proactive and showing good leadership skills (Fullan, 2005). Conclusion Many people crave leadership and managerial power with an avarice that is unseemly and improper.

Other leaders fly by the seat of their pants just a little too much and are caught off guard (or give the appearance that they are) when things.