...How to Become a Level 5 Leader - Part 1 by Carl Robinson, Ph.D., copyright 2004 Jim Collins discovered when analyzing the research for his book "Good to Great," that the leaders who ran the "great" companies during the transition from good-to-great were all "Level 5" leaders. For those of you not familiar with "Good to Great," the qualifying criteria was that a company had to have achieved an average cumulative stock return of at least 3 times the market over a 15 year period. Only 11 of the Fortune 500 companies met all the criteria they used. Collins said that the "data won" when it came to understanding the forces behind all good to great companies. In other words, his findings were derived from hard data not from personal opinion or intuitions about what helped propel a company grow from good to great. "...Level 5 leadership is an empirical finding, not an ideological one." "The good-to-great executives were all cut from the same cloth. It didn't matter whether the company was consumer or industrial, in crisis or steady state, offered services or products. It didn't matter when the transition took place or how big the company. All the good-to-great companies had Level 5 leadership at the time of the transition. Furthermore, the absence of Level 5 leadership showed up as a consistent pattern in the comparison companies..." In a nutshell, Level 5 Leaders "blend extreme personal humility with intense professional will." In a previous executive briefing (Charisma Is No Panacea)...
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...Leadership 101 Executive Summary: Leadership 101-- The five levels of leadership Did you know that each of us influences at least ten thousand other people during our lifetime? Maxwell wants us to know that it is not whether we will influence someone, but how we will use our influence. Influence is the measure of leadership and we can increase our influence and leadership potential if we understand the levels of leadership. Maxwell states that real leadership is being the person who others will gladly and confidently follow. Each and every one of us is a leader in some way—we are constantly influencing other people around us. According to Maxwell, everyone has the capability to climb up the five different levels of leadership-- not everyone will become a great leader, but everyone can become a better leader. The qualities of a great leader that are developed along the different levels of leadership include personal humility, professional will, and building a legacy—but it seems that Maxwell places the most importance on building a legacy. Maxwell’s 5 levels of leadership are similar and different when compared to our Level 5 Hierarchy. Maxwell’s 5 levels of leadership are: Level 1- Position (Rights), Level 2-- Permission (relationships), Level 3- Production (Results), Level 4- People Development (Reproduction), & Level 5- Personhood (Respect). The paper compares and contrasts Maxwell’s 5 Levels of Leadership to the Level 5 Hierarchy Leadership model from class. John C. Maxwell-...
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...Good to Great Humility +Will=Level By Jim Collins “How on earth did a company with such a long history of being nothing special transform itself into an enterprise that outperformed some of the best led organizations in the world”? Like every other humankind I want to become a better person and not only that but I wanted to be well known and transform myself from good to great. In addition to my dream of thought to become a better leader I found this article to be extremely interesting. Jim Collins has done a wonderful job identifying what it makes for a company to go from good to great. He highlights the very important factors on how to go from good to great. Well, I am sure I learned something from this article on how anyone with enthusiasm can transform a good company to a great company. That is by well managed planning and decisions. However, only few of companies makes it to “Great” To go from good to great is not easy, but if with passion one can find out the core factors which lead to a good company. The model Collins used is to search for the companies that performed at or below the general stock market for at least 15 years, than at a transition point began to pull away from the competition. That sustained returns of at least 3 times the general market for the next 15 years. Collins with a list of 1,435 companies and found eleven that met his criteria. These 11 companies produced, on average, a return of 6.9 times the general stock market during the 15 years following...
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...from merely good to truly great”. Are there any common features – in particular concerning leadership style - within those companies that had shifted from good results to great performance on the long run? Why other companies failed to reach excellence when others outpace their competitors in a sustainable way? Are their managers sharing common personality traits? Can a good company become a great one and how? What was the main research question? The study focus on the leadership traits of the CEO of those few companies which reach excellence, so called “good-to-great” companies. How do they behave? How do they communicate? What are their backgrounds? Same studies have been made among most of the companies who did not really succeed to clearly outperform their competitors during a long period of time. How was the study made? • The first step was to select among the “1435 companies that appeared on the fortune 500 from 1965 to 1995” those who had a specific pattern regarding their performance. The targeted companies were those who had during 15 years stock performance below or at the level of the stock market and from a transition point succeeded to have “cumulative returns” of at least 3 times the market during the next 15 years. It is also important to note that this shift should not be industry specific. These criteria have enabled to select a limited number of 11 companies. • The second step was to select peer companies, i.e. companies who were acting in a similar...
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...LEVEL 5 LEADERSHIP THE TRIUMPH OF HUMILITY AND FIERCE RESOLVE What catapults a company from merely good to truly great? A five-year research good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the way we think about leadership. The most powerfully transformative executives possess a paradoxical mixture pf personal humility and professional will. They are timid and ferocious. shy and fearless. They are rare -- and unstoppable. In 1971, a seemingly ordinary man named Darwin E. Smith was named chief executive of Kimberly-Clark, a stodgy old paper company whose stock had fallen 36% behind the general market during the previous 20 years. Smith, the company's mild-mannered in-house lawyer, wasn't so sure the board had made the right choice -- a feeling that was reinforced when a Kimberly-Clark director pulled him aside and reminded him that he lacked some of the qualifications for the position. But CEO he was, and CEO he remained for 20 years. What a 20 years it was. In that period, Smith created a stunning transformation at Kimberly-Clark, turning it into the leading consumer paper products company in the world. Under his stewardship, the company beat its rivals Scott Paper and Procter & Gamble. And in doing so, Kimberly-Clark generated cumulative stock returns that were 4.1 times greater than those of the general market, outperforming venerable companies such as Hewlett-Packard, 3M, Coca-Cola,...
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...her peers for her devotion to the University as well as for her energy and charm. Her characteristics portray how she devotes her entire life to her work and her social environment. She succeeds in her teaching career and administrative positions but being selected as the interim vice president doesn’t guarantee her any success. Being selected as the number-two person at the top of the organization will be a challenge, but it will allow her to manage people and have the opportunity to decide what’s best for Mid-West U Both of which are new tasks for her. “Big Five Personality Traits” The majority of personality tests qualify different personality aspects by five main traits. These traits are listed below. 1. Extraversion: outgoing, sociable, assertive. 2. Agreeableness: good-natured, trusting, cooperative. 3. Conscientiousness: responsible, dependable, persistent. 4. Emotional Stability: unworried, secure, relaxed. 5. Openness to Experience: imaginative, curious, broad-minded. These are not “types” of personalities, but dimensions of personality. So someone’s personality is the combination of each of their Big Five personality characteristics. For Jennifer, she may be very sociable (high Extroversion), very friendly (high Agreeableness), hard-working (high Conscientiousness), easily stressed (low Emotional Stability) and a poor decision maker (low level of Intellect). A considerable amount of research suggests that personality is stable throughout life and associated...
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...» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 2001 If there's one management expert who is synonymous with the term "highperformance organization," it is Jim Collins, who has spent the past 20 years trying to understand how some companies are able to sustain superlative performance. It may seem surprising that of the seven factors Collins identified as essential to take a company from good to great, he chose to focus on leadership in this 2O01 piece. However, even a casual rereading of the article will convince you that he was right to do so. Collins argues that the key ingredient that allows a company to become great is having a Level 5 leader: an executive in whom genuine personal humility blends with intense professional will. To learn that such CEOs exist still comes as a pleasant shock. But while the idea may sound counterintuitive today, it was downright heretical when Collins first wrote about it-the corporate scandals in the United States hadn't broken out, and almost everyone believed that CEOs should be charismatic, larger-than-life figures. Collins was the first to blow that belief out of the water. Level 5 Leadership TheTriumph of Humility and Fierce Resolve by Jim Collins What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the v^ay we think about leadership. I n 1971, a seemingly ordinary man med Darwin E. Smith was named...
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...ORGANISATIONS Name: Nguyen Thi Kim Ngan Student ID: 23045438 Word count: 3596 Module Leader UK : Janette Hurst Module Leader Singapore: Jasmine Puah Table of Contents Introduction 3 Trait Approach to Leadership Theory 3 Advantages of Trait Approach 4 Disadvantages of Trait Approach 4 Situational and Contingency Approach 6 Fiedler’s Contingency Theory: 7 Advantages of Fiedler’s Contingency Model 9 Disadvantages of Fiedler’s Contingency Model 9 Harsey-Blanchard Situational Leadership 10 Advantages and Disadvantages of Hersey-Blanchard Situational Leadership Model 12 Transformational Approach to Leadership 13 Advantages and Disadvantages of Transformational Approach to Leadership 15 Similarities of different approaches 15 Differences of Different Approaches 16 Conclusion 17 References 19 Appendix 22 Appendix 1: Zaccaro’s Model to Trait Approach 22 Appendix 2 : LPC Scale 22 Appendix 3: Fielder's Contingency model 23 Appendix 4: Harsey and Blanchard Situational Model 23 Appendix 5: Transformational Approach to Leadership 24 Introduction The purpose of this essay is to discuss different approaches to leadership. Different approaches to leadership have been described using different models along with charts and tables to provide a better understanding on each model. It also states the advantages and disadvantages of each approach and how the disadvantage of one approach gave emergence to another approach. Then it discusses...
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...Program : Part time MBA Course : DMS Module : Managing and Leading Strategically (MLS) Cohort : G2 Name : Jacqueline Joseph & David Kadzirange Lecturer : Mr. Kayekera Word Count : 3877 Due Date : 19th November 2012 AFFIRMATION OF OWN WORK Both, Jacqueline Joseph and David Kadzirange affirm that:- The submission of this assignment on Managing and Leading Strategically module is the result of our own work. Primary and secondary sources of information and any contributions to this work by third parties other than the tutor’s have been fully and properly attributed. Should this declaration prove to be untrue, We recognise the right and the duty of the Board of Examiners to take appropriate action in line with the University of Gloucestershire regulations upon assessment. Signed....................................................... On the ..................day of........................... 2012 Executive Summary The following report is an analysis of the contribution that Jim Collins has made to the literature and field of leadership. It has been written by the two authors in response to assignment requirements for the Managing and Leading Strategically module which is a partial fulfilment for a Masters in Business Administration degree with the University of Gloucestershire. Olivine Industries is a wholly owned Zimbabwean company, that is a key...
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...unfolding sought-after information on how to turn a company into a great one. ‘Good to Great: Why Some Companies Make the Leap…and Others Don’t’ written by Jim Collins in 2001 is the outcome of a rather ambitious research project. Collins and his team studied 11 companies, chosen out of 1,435 companies, which were able to transform themselves from ‘good’ companies to ‘great’ companies. These 11 companies were included based on at least 15 years of advanced performance. The research demonstrates the course of action that ‘good’ companies take on their journey to becoming ‘great’. Jim Collins began his research as a Stanford Graduate School of Business faculty member. At Stanford University, Collins has degrees in mathematics and business administration, as well as degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. In 1995, he founded a management laboratory in Boulder, Colorado where he continues to perform research and discuss his findings with executives from social and corporate areas. Collins has worked with CEOs in several companies and social sector organizations. He is the author and co-author of five books that revolve around his research including Built to Last, with Jerry I. Porras, which covers visionary companies in their battle against the challenges of time. Collins describes Good to Great as the prequel to Built to Last, as he claims it reveals how a company can leap to greatness and maintain...
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...as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions. According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals.” Characteristics of Leadership 1. It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. 2. It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. 3. It is a group process. It involves two or more people interacting with each other. 4. A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of organizational goals. 5. Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations. IMPONTANCE OF LEADERSHIP Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern. 1. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2. Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates...
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...in common? Each had a “Level 5” leader at the helm. Level 5 leaders blend the paradoxical combination of deep personal humility with intense professional will . This rare combination also defies our assumptions about what makes a great leader. Celebrities like Lee Iacocca may make headlines. But mild-mannered, steely leaders like Darwin Smith of Kimberly-Clark boost their companies to greatness—and keep them there. Example: Darwin Smith—CEO at paper-products maker Kimberly-Clark from 1971 to 1991—epitomizes Level 5 leadership. Shy, awkward, shunning attention, he also showed iron will, determinedly redefining the firm’s core business despite Wall Street’s skepticism. The formerly lackluster Kimberly-Clark became the worldwide leader in its industry, generating stock returns 4.1 times greater than the general market’s. HUMILITY + WILL = LEVEL 5 How do Level 5 leaders manifest humility? They routinely credit others, external factors, and good luck for their companies’ success. But when results are poor, they blame themselves. They also act quietly, calmly, and determinedly— relying on inspired standards, not inspiring charisma, to motivate. Inspired standards demonstrate Level 5 leaders’ unwavering will. Utterly intolerant of mediocrity, they are stoic in their resolve to do whatever it takes to produce great results— terminating everything else. And they select superb successors, wanting their companies to become even more successful in...
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...five qualities of what you feel makes an exceptional leader. • Time management is a key to be an exceptional leader. Being on time to work and/or getting tasks done at a certain date is critical. • Feedback is really important as well. Letting co-workers know how they are executing the task is important because she/he will know how their performance is being executed. • Also, the phrase “draw a line as a boss” is critical as well. There is a line between you as a boss and other professionals. There can’t be friendship between both parties because later in career there will be consequences about who’s the favorite one is or who is not. • Perhaps the most important key in being a great manager is being trusted and respected by each professionals you’ll be working with. They will not execute any task or duties if you are not respected or trusted. • I believe motivation is a key in how the performance will be executed. I also believe all people are different and you will need to find a successful way in motivating each one of them. 2. Identify a person/organization (someone you personally know or have worked with) who has proven to be a good leader. What is this person’s role and what has he/she accomplished, and defines why the person is a good leader. • Gustavo Chipani, he is a manager at the movie theater at Ballston mall. I know him for more than 5 years now. He started as a cashier and two years later...
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...different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges. In this paper, we will review four leadership models: charismatic, servant, situational, and transformational. A separate discussion describing similarities and differences between the models as they apply. As similarities and differences are identified, we will discuss how contemporary leadership issues and challenges are addressed within the scope of each leadership model. Leadership Models Charismatic Leadership A charismatic leader has three key dimensions that Weber (1968) identified as concepts of charisma that include vision or mission, extraordinary or exceptional qualities, and recognition (as cited in Avolio and Yammarino, 2013, p. 167). Transformational leadership closely resembles charismatic leadership as both are vision related and empowering; however the main difference deals with the expectations set by the leader. Charismatic leaders typically set unrealistic expectations based on their vision and ability to motivate and energize their...
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...MY LEADERSHIP MANIFESTO Sarah-Jane Wilkinson Management Theory in Practise MY LEADERSHIP MANIFESTO Sarah-Jane Wilkinson Management Theory in Practise TABLE OF CONTENTS INTRODUCTION 3 LEADERSHIP 4 Leadership and Effective Leadership 4 The Relevance of Leadership in Today’s World 5 ENTREPRENEURIAL LEADERSHIP 7 Entrepreneurship and its Relevance in Today’s World 7 Entrepreneurial Leadership and its Importance in Today’s World 7 MY LEADERSHIP STYLE AND OVERALL REFLECTION 10 My Experiences with Leadership 10 What Kind of Leader do I Want to be and Why? 13 How Best Can I Become a Leader 13 REFERENCES 14 ------------------------------------------------- INTRODUCTION According to a number of different sources a manifesto can be defined as a statement that publicly declares the intentions, views and motives of the issuer. This report is a personal manifesto that outlines my thoughts on the topic of leadership. The topic of leadership has been debated over endlessly this year. We have discussed what the difference is between transactional and transformational leadership, the qualities of the most effective leaders, the different levels of effective leadership and the different styles of leadership. Leadership is also something that, I’m pretty sure, each Genesis participant has physically experienced on top of academically studying it throughout this year. I feel that, after this year, I am much more aware of the importance of leadership and its...
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