Jim Collins
Sergio Caredda
Collins, J. (2001). Good to great: Why some companies make the leap ... And others don’t. Random House.
Description:
Jim Collins in his Good to Great book (Collins, 2001), proposes a Leadership Model made up of five layers. This model is not particularly innovative, as it builds up a hierarchical view of Leadership. However, the book does a great job of illustrating what a level 5 leader is –“an individual who blends extreme personal humility with intense professional will.” Thus, the list becomes also aspirational, and although the level descriptions seem to highlight a positioning in the hierarchy, it also shows that there is a development opportunity in the building of greatness for an organisation.
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Other Sources:
Collins "Good to Great" Leadership
LEVEL 5 LEADERHIP In the book, From Good to Great, author Jim Collins talks about an idea known as Level 5 Leadership theory. The theory discusses a "Level 1-5" leadership model that shows a progression of leadership hierarchy starting with level 1 as a good leader and ending with level 5 as a great leader....
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Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Boards of directors typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. Think “Chainsaw” AI Dunlap or Lee Iacocca. But that’s not the case, says author and leadership expert Jim Collins. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. In this 2001 article, Collins paints a compelling and counterintuitive portrait of the skills and personality traits necessary for effective leadership. He identifies the characteristics common to Level 5 leaders: humility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Collins fleshes out his Level 5 theory by telling colorful tales about 11 such leaders from recent business history. He contrasts the turnaround successes of outwardly humble, even shy, executives like Gillette’s Colman M. Mockler and Kimberly-Clark’s Darwin E. Smith with those of larger-than-life business leaders like Dunlap and Iacocca, who courted personal celebrity. Some leaders have the Level 5 seed within; some don’t. But Collins suggests using the findings from his research to strive for Level 5-for instance, by getting the right people on board and creating a culture of discipline. “Our own lives and all that we touch will be the better for making the effort,” he concludes.
hbr.org
Jim Collins - Concepts - Level 5 Leadership
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 transition. Furthermore, the absence of Level 5 leadership showed up as a consistent pattern in the comparison companies. Given that Level 5 leadership cuts against the grain of conventional wisdom, especially the belief that we need larger-than-life saviors with big personalities to transform companies, it is important to note that Level 5 is an empirical finding, not an ideological one.
www.jimcollins.com
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