I agree that "the right thing" depends on point of view and narrative at hand (the context). And when I quote Drucker and point to character, I see it as the bedrock on which a good manager will stand. But people of good character still need a whole array of other tools to turn them into good managers: Being skillful politicians to navigate the organizational polity, being people who can see the big picture. Having _lots_ of people skills. Having a good grasp of the field of endeavor. An ability to laugh at themselves ...