HBR's 10 Must Reads on Leadership (with featured article "What Makes an Effective Executive," by Peter F. Drucker)

by Harvard Business Publishing

The signs of emotional self-regulation, therefore, are easy to see: a propensity for reflection and thoughtfulness; comfort with ambiguity and change; and integrity—an ability to say no to impulsive urges.

there is one trait that virtually all effective leaders have, it is motivation. They are driven to achieve beyond expectations—their own and everyone else’s. The key word here is achieve.

By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.

Napoleon allegedly said that no successful battle ever followed its plan. Yet Napoleon also planned every one of his battles, far more meticulously than any earlier general had done.

Without an action plan, the executive becomes a prisoner of events.

But problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.

This one’s so important that I’ll elevate it to the level of a rule: Listen first, speak last.

The real challenge is to combine strong leadership and strong management and use each to balance the other.

Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term, meaningful relationships and have the self-discipline to get results. They know who they are.

Analyzing 3,000 pages of transcripts, our team was startled to see that these people did not identify any universal characteristics, traits, skills, or styles that led to their success.

Discovering your authentic leadership requires a commitment to developing yourself.

First and most important, they frame their life stories in ways that allow them to see themselves not as passive observers of their lives but rather as individuals who can develop self-awareness from their experiences.

Authentic leaders act on that awareness by practicing their values and principles, sometimes at substantial risk to themselves. They are careful to balance their motivations so that they are driven by these inner values as much as by a desire for external rewards or recognition. Authentic leaders also keep a strong support team around them, ensuring that they live integrated, grounded lives.

Denial can be the greatest hurdle that leaders face in becoming self-aware. They all have egos that need to be stroked, insecurities that need to be smoothed, fears that need to be allayed.

There are two types of motivations—extrinsic and intrinsic.

The only way to avoid getting caught up in materialism is to understand where you find happiness and fulfillment.”

Intrinsic motivations are congruent with your values and are more fulfilling than extrinsic motivations.

Leaders must give as much to their supporters as they get from them so that mutually beneficial relationships can develop.

The higher you go, the greater your freedom to control your destiny but also the higher the degree of stress. The question is not whether you can avoid stress but how you can control it to maintain your own sense of equilibrium.

It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way we know to create sustainable long-term results.