An effective executive is someone who can do what is needed. Knowledge, intelligence and imagination are important assets but they cannot bring effectiveness by themselves. The development of certain habits of effective working is needed.

According to Peter Drucker

Peter Drucker

Peter Ferdinand Drucker was an influential writer, management consultant, and self-described “social ecologist.”-Introduction:...

 in the book Effective Executive, five habits of mind are needed to be an effective executive.

1. Executives have to know where their time is being spent.
2. They must focus on outward contributions: on results rather than work.
3. Build on strengths first, and then give attention to areas of weakness.
4. Concentrate on the few major areas where superior performance will produce outstanding results
5. Make effective decisions.

An effective executive can also be known as a knowledge worker

Knowledge worker

Knowledge workers in today's workforce are individuals who are valued for their ability to act and communicate with knowledge within a specific subject area. They will often advance the overall understanding of that subject through focused analysis, design and/or development. They use research...

; however, effective executives have other knowledge workers in the work place. These executives are the capable individuals in an organization that spark the achievements of that organization. They are the men and women who conjure up the ideas which will allow advancement of that particular corporation.
"Wherever knowledge workers perform well in large organizations, senior executives take time out and ask questions to describe what they are doing." -Peter F. Drucker

According to Peter Drucker's The Effective Executive there are 5 Elements in the decision process:

1. The clear realization that the problem is generic and can only be solved through a decision which established a rule, a principle;
2. Defining the specifications the solution must satisfy, sometimes called the "boundary conditions";
3. Thinking through what is "right," that is, the solution which will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable;
4. Building into the decision the action to carry it out;
5. The "feedback" which tests the validity and effectiveness of the decision against the actual course of events.

According to the book, the secret to effectiveness is concentration. One must be able to allocate their full focus on a particular task in an allotted time in order to effectively accomplish a task. Prioritizing a task is another essential characteristic which Drucker highlighted. One must be able to allocate sufficient time to the important tasks at hand, and be able to concentrate solely on those appointed tasks.

Drucker defines posteriority as: deciding what tasks not to tackle.

Keys To Success and Power

According to William A. Cohen and Nurit Cohen in the book "Top Executive Performance" there are "11 keys to success and power that are essential for succeeding in management in business, industry, government, or any nonprofit organization". They include:

1. Executive problem solving and decision making.
2. Communication.
3. Motivation.
4. Leadership.
5. Marketing yourself to your boss.
6. Time management and goal achievement.
7. Innovation and creativity.
8. Stress management.
9. Planning.
10. Productivity.
11. Managerial job search.

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