" (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...

This "great battle" colors our mate's or employee's every action." (Peters 2006)
On the other hand, both also prided themselves on accepting personal responsibility for mishaps that may have taken place on a particular leader's watch.

Peters in a recent online posting to his website said that he teared up at reading the following in the U.S.A. Today newspaper; "I do not accept personal responsibility for what happened." -- Patricia Dunn, former Chairman, Hewlett-Packard, sworn testimony before the United States House of Representatives on 28 September 2006. He felt that even if a leader was not personally responsible, responsibility should be accepted by the leader.

Both men pride (d) themselves on viewing each person as an individual with individual goals, objectives, priorities, responsibilities, problems and necessary approaches. It would be interesting, indeed, to see how each would approach the other.

Works Cited

Blanchard, Ken, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/blanchard/ondrucker.html, Accessed January 9, 2007

Harmon, Frederick, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/harmon/ondrucker.html, Accessed January 9, 2007

Tom Peters Company, http://www.tompeters.com/blogs/main/leadership.xml, Accessed January 9, 2007