...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 field and were comparable in terms of size, age, customers and performance until the transition point than those 11 good-to-great companies but did not have the same success afterwards. • The third step was to search for qualitative and...
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...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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...Profile of Peter Chikumba as at December 2010. 2 Zebra Close, Borrowdale West Harare Mobile/ Business: +263912570040 Home tel: + 263 4 870193 Nationality: Zimbabwean D.O.B : 15/08/1954 E-mail: peterchikumba@gmail.com ------------------------------------------------------------------------------------------------------ PERSONAL ATTRIBUTES A mature, dynamic and hardworking person and an extrovert who is able to work as part of a multi-discipline team, committed to providing professional service and able to lead a cross-functional team. A firm and unwavering practitioner of Corporate Governance based on one value of INTEGRITY. Key Competencies: • Possess strong Technical Skills in Airframe and Engine maintenance technologies • Experience in building and leading multi-discipline and cross-functional teams, relationship management, influencing and inspiring teams, utilizing exceptional problem solving abilities. • Goal driven, careful and meticulous, critical of errors and unsystematic work • Proven leadership skills with commendable analytical and problem solving skills. Strong professional and personal integrity. • Strong interpersonal and reporting skills • Versatile and dynamic, having worked in different settings in different countries • Goal getter and a faithful executive • Total commitment to generosity in giving: time, talent, treasure...
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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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...Transformational Leadership Models: Level 5 Leadership Abstract Level 5 leadership is one of several models of the transformational leadership theory developed by Burns and Bass among others during the later part of the last century. Level 5 leadership originated as a result of the research done by Jim Collins (2001) about how some companies transformed from good to great. It was found that the chief factor provoking such transformation was the presence of a leader mixing great humility and extreme resolve, which became to be the definition of a Level 5 leader. Level 5 leadership works best when combined with other elements also identified by Collins (2001). Some people are born with the “Level 5 seed” and some others don’t, but it will be the environment that at the end will determine if the characteristic of a Level 5 leader will flourish within an individual. Transformational Leadership Models: Level 5 Leadership Given that Level 5 leadership is a transformational leadership model, before going into details about it, and so as to establish some background, the next paragraphs will briefly touch upon the fundamentals of the transformational leadership theory. Transformational Leadership Transformational, sometimes also referred as transforming (especially in older texts and documents), leadership was originally mentioned by James V. Downton in his 1973 book Rebel Leadership: Commitment and Charisma in the Revolutionary Process. Following further development, in 1978...
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...work together as a team. Within the last 5 years the company fell upon some hard times where they were losing millions of dollars a year and had their stock price drop severely. The company has recently risen to a new level due to the efforts of Executive A their CEO of the last 3 years. Within the first six months of being appointed CEO, Executive A was able to increase the stock value of the company over 125% and post a profit. Executive A is very driven, ambitious and solely focused on the success of the company. He does not like attention and usually gives the credit for the company’s success to his management team. Executive A always accepts responsibility for less than perfect results and loves to help develop strong leaders in the company. Clearly Executive A has inspired his management team and employees to rise above themselves to reach new heights and see the same vision that he has. All of these attributes make Executive A an outstanding Level 5 leader. Companies with Level 5 CEO’s; leaders who are humble yet profoundly driven, provide vision, instill pride in their employees because they care and coach them on a personal level, stimulate careful problem solving techniques and encourage everyone to see the vision are the ones that can stand the test of time and elevate the company to new levels. Within the next 2 years Executive A is planning to retire, leaving the company in the hands of either Leader B or Leader C. Leader B is a strong candidate to fill the...
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...returns at least three times the market’s—for 15 years after a major transition period. What did these 11 companies have 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...
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...The Five Levels of Leadership by John Maxwell Posted: November 26, 2013 in 4-H, Leadership Development, Youth Development 1 I’ve been traveling outside the United States lately – to both Europe and Asia. Just this week I spoke to over 700 leaders for a gathering in Bahrain. And I delivered5 Levels of Leadership one of my favorite lessons: The 5 Levels of Leadership. I came up with the idea of five distinct levels of leadership many years ago, and first described the concept in a book in Developing the Leader Within You. And in 2011, I devoted an entire book, The 5 Levels of Leadership, to exploring the levels – their upsides, downsides, the best behaviors for that level, the beliefs that help a leader move up to the next level, and how the level relates to the Laws of Leadership. Level 1: Position This is the lowest level of leadership—the entry level. People who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people. Their people will only follow them within the stated boundaries of their authority. Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position. This means that position is a fine starting point, but every leader should aspire to grow beyond Level 1. Level 2 – Permission Making the shift from Position to Permission brings a person’s first real...
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...Introduction The article, “Level 5 Leadership” written by Jim Collins is regarded as one of the best article published in Harvard Business Review. This classic article has identified Level 5 leadership as key ingredient for transforming a company from merely good to truly great. Besides, the author has also introduced the concept of Level 5 leader for the first time from this article. Level 5 leader is defined as an executive who is able to blend genuine personal humility with intense professional will. Summary The Level 5 leadership is an accidental concept which emerged from the findings of the research undertaken by the author himself. The research, which was carried during 1996-2000, was undertaken with the objective to seek answer to one question “Can a good company become a great company and if so, how?” Intrigued by the scenario why great companies exhibited mediocre performance and what can be done to make mediocre company into the great, 11 companies which showed the shift from good to great was selected from 1435 companies for the research purpose. The result of the research, derived from both the qualitative and quantitative analyses showed Level 5 leaders as catalyst for transforming a good company into a great one. Although the research also identified six additional factors such as getting right people on the bus, Stockdale paradox, buildup-breakthrough flywheel, the hedgehog concept, technology accelerators and a culture of discipline responsible for this transformation...
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...foundation b. biblically based servant leadership rooted in the life of christ. c. you have been offered a clear contrast between Greenleaf and a biblical view of servant leadership d. all of the above e. none of the above 2. Spiritual reasons for leading like Jesus include all except the following: a. servant leaders seek first the kingdom b. servant leaders are better than non servant leader c. servant leadership honors god and his commandments d. servant leadership puts the love of Jesus into action e. servant leadership models Jesus to others 3. All of the following are spiritual reasons for leading like Jesus: a. servant leaders are better than non servant leader b. servant leaders are more in touch with their spiritual selves c. servant leaders put the love of Jesus into action d. servant leaders become achievers e. all of the above. 4. All of the following are practical reasons for leading like Jesus except: a. servant leadership provides better service b. servant leadership is more spiritual c. servant leadership provides better leadership d. servant leadership closes the gap between success and significance e. all of the above 5. All of the following are practical reasons for leading like Jesus: a. servant leadership provides better service b. servant leadership provides better leadership c. servant leadership closes the gap between success and significance d. all of the above e. a & c only 6. Leadership legacy reasons for leading...
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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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...biblically based servant leadership rooted in the life of christ. c. you have been offered a clear contrast between Greenleaf and a biblical view of servant leadership d. all of the above e. none of the above 2. Spiritual reasons for leading like Jesus include all except the following: a. servant leaders seek first the kingdom b. servant leaders are better than non servant leader c. servant leadership honors god and his commandments d. servant leadership puts the love of Jesus into action e. servant leadership models Jesus to others 3. All of the following are spiritual reasons for leading like Jesus: a. servant leaders are better than non servant leader b. servant leaders are more in touch with their spiritual selves c. servant leaders put the love of Jesus into action d. servant leaders become achievers e. all of the above. 4. All of the following are practical reasons for leading like Jesus except: a. servant leadership provides better service b. servant leadership is more spiritual c. servant leadership provides better leadership d. servant leadership closes the gap between success and significance e. all of the above 5. All of the following are practical reasons for leading like Jesus: a. servant leadership provides better service b. servant leadership provides better leadership c. servant leadership closes the gap between success and significance d. all of the above e. a & c only 6. Leadership legacy...
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...Leadership 317.1 Task 2 Based on the information in the text book, Organizational Behavior by Robbins & Judge, and the article, Triumph of Humility & Fierce Resolve, in the Harvard Business Review by Jim Collins, the style of leadership that is attributed to Executive A is level 5. Executive A demonstrates the specific traits of a level 5 leader such as: Being described as driven, fiercely ambitious, and entirely focused on the success of the company Shying away from personal attention or press recognition Crediting other leaders in the organization for the company’s successes Quickly accepting personal responsibility for mistakes and poor results Taking pride in mentoring and developing strong leaders within the company Taking the helm of a failing company that was losing over $2,000,000 per year and turning that company around so that it was profitable within the second quarter of tenure • The above check list is adapted from the task 1 information listed on Task Stream: (Robins, S.P. & Judge, T.A. 2007) Per the information provided, the leadership style of Leader B is transactional. The characteristics that Leader B exhibits that are consistent with a transactional leader designation are: Establishes clear goals by clarifying role and task requirements Continually guides subordinates in the direction of these goals Believes in rewarding good performance and recognizing employee accomplishments Will issue punishment for failures but...
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... ASSIGNMENT 5 INTRODUCTION When you are the second to last out of fifteen children, being a leader is something that is hardly ever expected or demanded of you. There is always someone older, wiser and more experienced who is more capable and willing to take charge of whatever situation may arise. However, in spite of all those siblings, at the fairly young age of fourteen years, I found myself in the unusual position of being in charge of all my mother’s finances and household activities. Due to a separation of my family, I became an only child with my mom working double shifts three to four times weekly. During that period of my life my level of maturity had to be drastically elevated to allow my mom to maintain her sanity, for the bills to be paid and things kept in order at home. I took on this challenge and thus my desire to go into accounting and finance was developed. However, at this point in my life, could I have considered myself as a good leader? What exactly does it take to be called even a great leader? According to Draft(2006), “Leadership is the ability to influence people toward the attainment of organisational goals.” He also continues by stating that, “Leadership is dynamic and involves power to get things done.” The people element in the definition of leadership plays an extremely important role since a leader is the motivating factor that drives individuals to achieve the company’s goals. Without a capable team, the leader will be ineffective...
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...others that help lead the organization. On the other hand when there are problems, Executive A takes responsibility for them. Executive A is an example of a Level 5 leader. A Level 5 leader leads a company with an intense professional drive yet has deep humility. There are many factors that make a Level 5 leader. A Level 5 leader puts priority in people by making sure the right people are in the company and the wrong people are not. This type of leader also faces the harsh facts of reality yet at the same time holds on to the belief that in the end there will be success. A Level 5 leader believes in The Hedgehog Concept which consists of 3 intersecting circles: what a company can be best in the world at, how its economics work best and what ignites the passion of its people. (Collins, 2005 ) This type of leader is also careful at selecting the best form of technology and finally they adhere to a culture of discipline: disciplined people, disciplined thought, and disciplined action. (Collins, 2005) In the scenario, the company is looking at two candidates to replace the CEO when he/she retires. There are 2 leaders; Leader B and Leader C. Leader B shows characteristics of a Transactional Leader establishing clear goals by clarifying task requirements and guiding subordinates in the direction of those goals. Leader B believes in...
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