Level 5 LeadershipWritten by: Jim Collins

Presented by: Laura Cooper

“You can accomplish anything in life, provided that you do not mind who gets the credit.”

– Harry S. Truman

Jim Collins

Faculty member at Stanford Graduate School of Business

Served as senior executive at CNN International Founded a management laboratory in Boulder,

Colorado – conducts multi year research projects Student and teacher of lasting great companies Business consultant, author, lecturer – on business

growth and sustainability

Jim Collins

Books:– How the Mighty Fall: And Why Some Companies

Never Give In– Good to Great– Built to Last– Good to Great and the Social Sectors– Beyond Entrepreneurship

Level 5 Hierarchy

LEVEL 5 - Level 5 ExecutiveLEVEL 4 - Effective LeaderLEVEL 3 - Competent ManagerLEVEL 2 - Contributing Team MemberLEVEL 1 - Highly capable individual

Examples of Level 5 Executives

Abraham Lincoln

Darwin Smith – Kimberly Clark

Colman Mockler - Gillette

Ambition- Level 5 VS. Comparison

Level 5 leaders have ambition for the company and its success

Level 5 leaders set up company for success in the future

Comparison leaders have ambition for themselves Comparison leaders set up company for failure in the

future

Modesty – Level 5 VS. Comparison

Level 5 leaders do not promote themselves Level 5 leaders are not interested in

credit/recognition

Comparison leaders are very I-centric Comparison leaders want credit/recognition

in magazines, interviews, photographs

Level 5 Unwavering Resolve

Level 5 is not only about humility and

self-less ness Level 5 always does whatever it takes to

make the company great– Fire Relatives– End Lasting Traditions– Fight off corporate raiders

The Window and Mirror Effect

Level 5 leaders look out the window to give credit outside themselves – in good situations

Level 5 leaders look in the mirror to take responsibility – in bad situations

– Level 5 leaders tend to attribute luck for success rather than their own efforts

Common Mistakes Companies Make

Select over-the-top dazzling celebrity leaders and over look quiet modest Level 5 leaders

Thinking a high-profile outside leader can come in and shake up the place– 10 of 11 Level 5 CEOs came from inside the

company

Can You Learn to be a Level 5 Leader?

Two types of people: those who do not have the seed of Level 5 and those who do– Without Seed: Work will always be about what

they get – fame, money, power

– With Seed: These can evolve under the right circumstances to be Level 5 – self-reflection, personal development, a mentor

Related Articles

Leadership Style Orientations of Senior Executives in Australia

– Autocratic, democratic, Inspirational, and laissez-faire

Leadership: Hubbard, Gattung and Tindall– Mix of warm-hearted, cool-headed and hard-nosed

The impact of Leadership Styles on Four Variables of Executives Workforce

– Commitment, satisfaction, communication, and effectiveness

Personal Experience

Personally I do not know any level 5 leaders, nor do I work for any level 5 leaders

In my experience most executives/managers are just looking for the next big thing or check

Resources

Collins, Jim. "Level 5 Leadership." The Organizational Behavior Reader. 8th ed. Upper Saddle River, NJ: Pearson Prentice Hall, 2007. 474-92. Print.

Jim Collins - About Jim. (n.d.). Jim Collins - Home. Retrieved March 22, 2011, from http://www.jimcollins.com/about-jim.html

Ekaterini, G. (2010). The impact of leadership styles on four variables of executives workforce. International Journal of Business and Management, 5(6), 3. Retrieved from http://ezproxy.mtsu.edu/login?url=http://search.proquest.com/docview/821544514?accountid=4886

Frykberg, K. (2004). LeadershipHubbard, gattung and tindall on warm-hearted, cool-headed and hard-nosed leadership; New Zealand Management, , 37. Retrieved from http://ezproxy.mtsu.edu/login?url=http://search.proquest.com/docview/201649686?accountid=4886

Hunt, J. B. (2010). Leadership style orientations of senior executives in australia: Senior executive leadership profiles: An analysis of 54 australian top managers. Journal of American Academy of Business, Cambridge, 16(1), 207. Retrieved from http://ezproxy.mtsu.edu/login?url=http://search.proquest.com/docview/324732182?accountid=4886

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