Leadership principles in sports: comparing philosophies of Tom Peters and Peter Drucker

Leadership

Tom Peters believes that in order to succeed leaders should display such qualities and characteristics as; "listening, compassion and understanding." He reiterates the approach that anyone who is in command, whether they be CEO's of billion dollar companies, military generals, or the single boss of a two-man firm needs to remember that a sacred trust is assumed upon becoming the leader. Tom quotes an ancient Greek, Philo of Alexandria, in the following manner; "Be kind for everyone you meet is fighting a great battle." (Peters 2006) and Tom believes that is one of the truest statements ever written in regard to leadership skills, and he should know.

Quoted on Tom's website was an "in-depth analytic study released by Accenture's Institute for Strategic Change in 2002, Peters scored 2nd among the top 50 "Business Intellectuals" behind Michael Porter and ahead of Peter Drucker." (Peters 2006)

Having established himself as one of the premier leadership consultants, Tom has written numerous books, conducted a wide variety of seminars and has preached for many years concerning 'caring leaders'.

Tom's states that a caring leader is a leader who will listen 100% of the time, and his thoughts on those leaders that does not listen to or care for underlings and employees, are controversial to say the least. While his statements about those he observes not 'caring' are, at times, not well received by the intended target, his seminars on how to become a 'leader in today's busy marketplace' are very well attended. As late as 2005, Tom was writing, reflecting and conducting over 85 seminars per year, half of those outside the United States.

Comparing Tom's ideals with an individual such as Peter Drucker is a fairly simple operation, since both espouse a similar style of management (in some regards). Both men are revered for their contributions throughout the years and are often compared one to another.

Ken Blanchard once stated; "Peter Drucker has forgotten more than most people ever knew about leadership and management. He's a marvel. Decade after decade, year after year he has been the number one thought leader in our field. Peter is a role model for me. He makes me excited about the next thirty years of my life." (Blanchard 2006)

From the similarity of many of the comments made by both men, it is quite conceivable that each influenced the other. Drucker focused on the value of each person and was quite insistent during his life that; "In leadership...leaders come in all shapes, sizes, races and genders, and that leadership is not some mysterious blend of charisma and luck. Rather, Peter has argued persuasively that leadership most commonly arises from a commitment to serve others rather than self." (Harmon 2006)

Both Peter and Tom seem to be committed to the nine key areas of leadership discussed in 'Challenge and Charge'.

Those nine traits include such characteristics as; being ethical, displaying courage and honesty, having a vision, teaching others those characteristics and values to which the leader holds true, have high expectations of those which are put into leadership capacities, and understanding those people with which the leader comes in contact with.

Further traits include; being competent and knowledgeable, and perhaps, most importantly, learning to delegate, support and encourage those that the leader puts in charge.

These traits can enhance the abilities of a leader, especially when not only are such traits being espoused, but they are being adhered to as well. The leader can set the example of what is expected by constantly and consistently reminding all those he or she comes in contact with the standards that are being set and met by the leader, thus accomplishing by example what, perhaps, cannot be otherwise gained.

Drucker and Peters both believed in these traits and practiced (and in Peters case continues to practice) what they perceived as some of the most important points in becoming and efficient and effective manager.

Peters himself made have said it best when he stated the following; "In my experience, Philo, our Greek guide, got it exactly and frighteningly right. Hidden from sight is an ailing parent, a life-long battle with excess weight, abiding shyness, or whatever. This "great battle" colors our mate's or employee's every action." (Peters 2006)