Leadership

LEAD…LEAD…or leave.or leave.

A Leadership Module

delivered by Aliza Racelis

ANECDOTE:ANECDOTE:

She was new at the firm, & 8 She was new at the firm, & 8 months pregnant. Staying late one months pregnant. Staying late one night, she looked up from her work & night, she looked up from her work & was startled to see her boss standing was startled to see her boss standing outside her door. He asked how she outside her door. He asked how she was doing, sat down, and started to was doing, sat down, and started to talk with her. He wanted to know all talk with her. He wanted to know all about her life. How did she like her about her life. How did she like her job? Where did she want to go in her job? Where did she want to go in her career? Would she come back to work career? Would she come back to work after she had the baby? after she had the baby?

(cont’d) These conversations continued daily over (cont’d) These conversations continued daily over the next month, until the woman had her baby. The the next month, until the woman had her baby. The boss was David Ogilvy, the legendary advertising boss was David Ogilvy, the legendary advertising executive. The pregnant newcomer was Shelley executive. The pregnant newcomer was Shelley Lazarus, now CEO of Ogilvy & Mather, the huge ad Lazarus, now CEO of Ogilvy & Mather, the huge ad agency that Ogilvy founded. One of the main reasons agency that Ogilvy founded. One of the main reasons Lazarus says she's still there, decades later, is the Lazarus says she's still there, decades later, is the bonds she forged with her mentor Ogilvy in those bonds she forged with her mentor Ogilvy in those first after-hours conversations. (Shelley Lazarus & first after-hours conversations. (Shelley Lazarus & David Ogilvy, "A Job and a Life Intertwined," David Ogilvy, "A Job and a Life Intertwined," The The New York TimesNew York Times, 23 May 2001, C3.), 23 May 2001, C3.)

Drucker: "Leadership is Drucker: "Leadership is something scientific but something scientific but has artistic expression"has artistic expression"

What makes for a What makes for a good leader?good leader?

Is it…Is it…

Compassion? Compassion?

Persistence? Persistence?

Charisma?Charisma?

Service to Service to others?others?

Ambition? Ambition?

Energetic? Energetic?

Herb Kelleher -Southwest Airlines

Vision? Vision?

(Sam Walton - (Sam Walton - WalMart)WalMart)

Making a case, in Making a case, in 1986, in Little Rock, 1986, in Little Rock,

Ark., that buying Ark., that buying American products American products

could be the answer to could be the answer to the country's trade the country's trade

deficitdeficit

Revolutionary Revolutionary Spirit? Spirit?

NonconformNonconformity? ity?

(Richard Branson - (Richard Branson - Virgin Atlantic)Virgin Atlantic)

Ability to Ability to produce produce

change/Crusadechange/Crusader? r?

Passion Passion for for

ChangeChange? ?

(When babies are born, we (When babies are born, we now say: “Congratulations, now say: “Congratulations,

it's a Leader!”)it's a Leader!”)

Leadership TheoryLeadership Theory(quick review)(quick review)

EARLY THEORIES OF LEADERSHIPEARLY THEORIES OF LEADERSHIP

(next 3 slides)(next 3 slides) LEADER-ROLE THEORYLEADER-ROLE THEORY PATH-GOAL THEORYPATH-GOAL THEORY CONTINGENCY / SITUATIONAL CONTINGENCY / SITUATIONAL

THEORIES OF LEADERSHIPTHEORIES OF LEADERSHIP TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIP LEADERSHIP ISSUES IN THE LEADERSHIP ISSUES IN THE

TWENTY-FIRST CENTURYTWENTY-FIRST CENTURY

LEADERSHIP ISSUES IN THE LEADERSHIP ISSUES IN THE TWENTY-FIRST CENTURYTWENTY-FIRST CENTURY

--compare & contrast “Leader” and --compare & contrast “Leader” and “Manager”“Manager”

--“Transactional” vs. --“Transactional” vs. “Transformational” leader“Transformational” leader

--Strategic Leadership--Strategic Leadership

--“Primal Leadership”--“Primal Leadership”

--a ‘Leadership Repertoire’--a ‘Leadership Repertoire’

--From ‘Good’ to ‘Great’--From ‘Good’ to ‘Great’

Theoretical Review: Theoretical Review: 1. Great Man theory 1. Great Man theory

Dowd (1936):History and social institutions shaped by the leadership of great men and women (e.g., Moses, Mohammed, Jeanne d’Arc, Washington, Gandhi, Churchill, etc.). Dowd (1936) maintained that “there is no such thing as leadership by the masses. The individuals in every society possess different degrees of intelligence, energy and moral force, and in whatever direction the masses may be influenced to go, they are always led by the superior few.”

Theoretical Review: Theoretical Review: 2. Trait theory 2. Trait theory

L.L.Bernard (1926); Bingham (1927); Kilbourne (1935); Kirkpatrick & Locke (1991); Kohs & Irle (1920); Page (1935); Tead (1929):

•The leader is endowed with superior traits and characteristics that differentiate him from his followers. Research of trait theories addressed the following two questions: What traits distinguish leaders from other people? What is the extent of those differences?

Theoretical Review: Theoretical Review: 3. Humanistic Theories 3. Humanistic Theories

Argyris (1957, 1962, 1694); Blake & Mouton (1964, 1965); Hersey & Blanchard (1969, 1972); Likert (1961, 1967); Maslow (1965); McGregor (1960, 1966) Humanistic theories deal with the development of the individual in effective and cohesive organizations. Those holding this theoretical perspective assume that human beings are by nature motivated beings, and that organizations are by nature structured and controlled. According to them, leadership is to modify organizational constraints to provide freedom for individuals in order to realize their full potential and contribute to the organization.

Leader-Role TheoryLeader-Role Theory:: Homans (1950); Kahn & Quinn (1970); Kerr & Jermier Homans (1950); Kahn & Quinn (1970); Kerr & Jermier

(1978); Mintzberg (1973); Osborn & Hunt (1975)(1978); Mintzberg (1973); Osborn & Hunt (1975) Characteristics of the individual and the demands of Characteristics of the individual and the demands of

the situation interact in a way to allow one or a few the situation interact in a way to allow one or a few individuals to emerge as leaders. Groups are individuals to emerge as leaders. Groups are structured based upon the interactions of the structured based upon the interactions of the members of the group, and the group becomes members of the group, and the group becomes organized according to different roles and positions. organized according to different roles and positions. Leadership is one of the differentiated roles, and the Leadership is one of the differentiated roles, and the person in that position is expected to behave in a way person in that position is expected to behave in a way that differs from others in the group. Leaders behave that differs from others in the group. Leaders behave according to how they perceive their role and what according to how they perceive their role and what others expect them to do. Mintzberg articulated the others expect them to do. Mintzberg articulated the following leadership roles: figurehead, leader, liaison, following leadership roles: figurehead, leader, liaison, monitor, disseminator, spokesman, entrepreneur, monitor, disseminator, spokesman, entrepreneur, disturbance handler, resource allocator, and disturbance handler, resource allocator, and negotiator.negotiator.

Theoretical Review: Theoretical Review:

Path-Goal TheoryPath-Goal Theory : : M.G. Evans (1970); Georgopoulos, M.G. Evans (1970); Georgopoulos,

Mahoney, & Jones (1957): House (1971); Mahoney, & Jones (1957): House (1971); House & Dessler (1974) House & Dessler (1974)

Leaders reinforce change in followers Leaders reinforce change in followers by showing followers the behaviors by showing followers the behaviors (paths) through which rewards may (paths) through which rewards may be obtained. Leaders also clarify be obtained. Leaders also clarify followers’ goals and encourage them followers’ goals and encourage them to perform well. Situational factors to perform well. Situational factors will determine the way leaders will will determine the way leaders will achieve these path-goal purposes. achieve these path-goal purposes.


Situational TheoriesSituational Theories : : Bogardus (1918); Hersey & Bogardus (1918); Hersey &

Blanchard (1972); Hocking (1924); Blanchard (1972); Hocking (1924); Person (1928); H. Spencer Person (1928); H. Spencer

Leadership is the product of Leadership is the product of situational demands: Situational situational demands: Situational factors determine who will emerge factors determine who will emerge as a leader rather than a person’s as a leader rather than a person’s heritage. The emergence of a great heritage. The emergence of a great leader is the result of time, place leader is the result of time, place and circumstance. and circumstance.


Contingency TheoryContingency Theory : : Fiedler (1967); Fiedler, Chemers, & Fiedler (1967); Fiedler, Chemers, &

Mahar (1976) Mahar (1976) The effectiveness of a task- or relations-The effectiveness of a task- or relations-

oriented leader is oriented leader is contingentcontingent upon the upon the situation. Leadership-training programs situation. Leadership-training programs modeled after this theory help a leader modeled after this theory help a leader identify his or her orientation and to identify his or her orientation and to adjust better to the favorability or adjust better to the favorability or unfavorability of the situation. unfavorability of the situation.



Cognitive Leadership: 20th Century Cognitive Leadership: 20th Century Great-ManGreat-Man

H. Gardner (1995); J. Collins (2001) H. Gardner (1995); J. Collins (2001) Leaders are “persons who, by word Leaders are “persons who, by word

and/or personal example, markedly and/or personal example, markedly influence behaviors, thoughts, influence behaviors, thoughts, and/or feelings of a significant and/or feelings of a significant number of their fellow human number of their fellow human beings.”beings.”

Theoretical Review: Theoretical Review: Power-Influence ApproachPower-Influence Approach:: Coch & French (1948); J. Gardner (1990); Coch & French (1948); J. Gardner (1990);

Lewin, Lippitt, & White (1939); Vroom & Lewin, Lippitt, & White (1939); Vroom & Yetton (1974)Yetton (1974)

The power-influence approach to The power-influence approach to leadership includes participative leadership includes participative leadership. Power-influence research leadership. Power-influence research examines how much power the leader examines how much power the leader possesses and exerts. The approach also possesses and exerts. The approach also assumes uni-directional causality. assumes uni-directional causality. Participative leadership deals with power Participative leadership deals with power sharing and empowerment of followers. sharing and empowerment of followers.

Theoretical Review: Theoretical Review: Power-Influence ApproachPower-Influence Approach (cont’d): (cont’d): (cont’d) Vroom & Yetton (1974) (cont’d) Vroom & Yetton (1974)

proposed a prescriptive theory of proposed a prescriptive theory of leadership that assumes leaders are leadership that assumes leaders are directive and subordinates are passive directive and subordinates are passive followers. When subordinates possess followers. When subordinates possess more knowledge, however, their role more knowledge, however, their role should be more participative. Gardner should be more participative. Gardner believes that believes that “leadership is the process “leadership is the process of persuasion or example by which an of persuasion or example by which an individual (or leadership team) induces individual (or leadership team) induces a group to pursue objectives held by the a group to pursue objectives held by the leader and his or her followers.”leader and his or her followers.” He He indicates that leadership is a role to be indicates that leadership is a role to be filled and, therefore, leaders play an filled and, therefore, leaders play an integral role in the system over which integral role in the system over which they preside.they preside.

Kinds of Kinds of POWERPOWER(review) (review)

““the ability to get someone to do the ability to get someone to do something you want done or to make something you want done or to make things happen the way you want them things happen the way you want them to.”to.”

TypesTypes: : (1) (1) Position PowerPosition Power (reward power, (reward power,

coercive power, legitimate power), coercive power, legitimate power), (2) (2) Personal PowerPersonal Power (expert power, (expert power,

rational persuasion, referent power)rational persuasion, referent power) (Leadership = a key power (Leadership = a key power

mechanism)mechanism)

Sources of PowerSources of PowerSources of PowerSources of Power

RewardPower

RewardPower

LegitimatePower

LegitimatePower

CoercivePower

CoercivePower

ExpertPower

ExpertPower Referent

Power

ReferentPower

Enable managers to beEnable managers to beleaders & influenceleaders & influence

subordinates to subordinates to achieve goalsachieve goals

Enable managers to beEnable managers to beleaders & influenceleaders & influence

subordinates to subordinates to achieve goalsachieve goals

ConsiderationConsideration Initiating StructureInitiating Structure

Consideration vs. Initiating Structure

Consideration vs. Initiating Structure

Is friendly, approachable

Do little things to make it funto be a member of group

Give advance notice of changes

Willing to make changes

Treats group members as equals

Is friendly, approachable

Do little things to make it funto be a member of group

Give advance notice of changes

Willing to make changes

Treats group members as equals

Tries out ideas in the group

Lets group members know what is expected

Assigns workers to tasks

Schedules work to be done

Maintains standardsof performance

Tries out ideas in the group

Lets group members know what is expected

Assigns workers to tasks

Schedules work to be done

Maintains standardsof performance

Rate manager from 1 (never does) to 5 (always does)

Employee-oriented Job-oriented

Levels of Leadership:Levels of Leadership:

Personal

Team

level

Business unit

Organization/Nation/environment

TrendTrend: ACTION LOGIC = : ACTION LOGIC = see 'Rooke & Torbert, see 'Rooke & Torbert,

Harvard Business ReviewHarvard Business Review, , April 2005'April 2005'

The Alchemist:

Focus on:• the truth in the situation• many situations have multiple

levels of activity and meaning;• expressing multiple aspects of

personality during the course of a day

(Cf. ‘Rooke & Torbert, (Cf. ‘Rooke & Torbert, Harvard Harvard Business ReviewBusiness Review, April 2005’), April 2005’)(cont’d) Alchemist: Characterized by:•charismatic personality;•extremely aware individuals who live by high moral standards;

•ability to catch the unique moments in the history of their organizations;

•embracing a sense of leisure and a fierce efficiency;

•creating symbols and metaphors that speak to people’s hearts and minds;

•often engaged with multiple organizations and finding time for all.

““Leadership is governed Leadership is governed by natural principles”by natural principles”(shortcuts/quick fixes(shortcuts/quick fixes

don’t work)don’t work)

Leadership requires Leadership requires character & skill dev't character & skill dev't (Gandhi '...') = (Gandhi '...') = Servant Servant

leadershipleadershipServant leadership implies that leaders primarily lead by serving others –employees, customers, and community. Characteristics of a servant leader include: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to others, growth, and community building.

Pygmalion EffectPygmalion Effect:: (Review: (Review: Pygmalion = sculptor who Pygmalion = sculptor who

fell in love w/ his sculpture) fell in love w/ his sculpture) – –

Learning: ''expectation of an event Learning: ''expectation of an event actually increases probability of it actually increases probability of it happening" = “expecting good happening" = “expecting good outcomes increases their chances outcomes increases their chances of coming true” of coming true” importance of importance of TRAININGTRAINING

Empowerment:Empowerment: 'Tell me & I forget, ... 'Tell me & I forget, ... Involve me & I understand' Involve me & I understand' LEADER as TEACHERLEADER as TEACHER

LEADER as TEACHERLEADER as TEACHER

Leaders are teachers. Leaders Leaders are teachers. Leaders

establish the “teachable point of establish the “teachable point of

view”. Leadership is about motivating view”. Leadership is about motivating

others by teaching stories. Tichy others by teaching stories. Tichy

contends that effective leadership contends that effective leadership

equates with effective teaching. equates with effective teaching.

*DePree (1992); Tichy (1998)

Theoretical Review: Theoretical Review: IntegrativeIntegrative: : TransformationalTransformational, , Values Values

Based Based :: Bass; Bennis (1984, 1992, 1993); Burns Bass; Bennis (1984, 1992, 1993); Burns

(1978); Downton (1973); Fairholm (1978); Downton (1973); Fairholm (1991); O’Toole (1995); DePree (1992); (1991); O’Toole (1995); DePree (1992); Tichy & Devanna; Renesch Tichy & Devanna; Renesch

According to Burns, transformational According to Burns, transformational leadership is a process wherein “leaders leadership is a process wherein “leaders and followers raise one another to and followers raise one another to higher levels of morality and higher levels of morality and motivation.” Followers are assumed to motivation.” Followers are assumed to transcend self-interest for the good of transcend self-interest for the good of the group, consider long-term the group, consider long-term objectives, and develop awareness of objectives, and develop awareness of what is important. what is important.

IntegrativeIntegrative: : TransformationalTransformational, , Values Values BasedBased::

(cont’d) According to Bennis, effective (cont’d) According to Bennis, effective leaders perform three functions: align, leaders perform three functions: align, create, and empower. Leaders create, and empower. Leaders transform organizations by aligning transform organizations by aligning human and other resources, creating human and other resources, creating an organizational culture that fosters an organizational culture that fosters the free expression of ideas, and the free expression of ideas, and empowering others to contribute to empowering others to contribute to the organization. Bennis is known for the organization. Bennis is known for the distinction he makes between the distinction he makes between management and leadership; his view, management and leadership; his view, summarized best in his own words, is: summarized best in his own words, is: “Leaders are people who do the right “Leaders are people who do the right thing; managers are people who do thing; managers are people who do things right.” things right.”

LEADERSHIP MANAGEMENT

People Things

Spontaneity, serendipity Structure

Release, empowerment Control

Effectiveness Efficiency

Programmer Program

Investment Expense

Principles Techniques

Transformation Transaction

Principle-centered power Utility

Discernment Measurement

Doing the right things Doing things right

Direction Speed

Top line Bottom line

Purposes Methods

Principles Practices

On the systems In the systems

“Is the ladder against the right wall?”

Climbing the ladder fast

Strategic LeadershipStrategic Leadership::

Drucker (1999); Jacobs & Jaques (1990); Jaques & Clement (1991); Kotter (1998, 1999); Buckingham & Coffman (1999); Buckingham & Clifton (2001)

Leadership represents integration between external and internal partnerships. Drucker highlights three components of that integration: financial, performance and personal. He believes leaders are responsible for performance of their organizations and for the community as a whole. Leaders fill roles and possess special characteristics.

Strategic Leadership (cont’d)Strategic Leadership (cont’d)::

According to Kotter, leaders communicate vision and direction, align people, motivate, inspire, and energize followers. In addition, leaders are change agents and empowerers of their people. Leadership is the process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose. Further, effective managerial leadership spawns effective managerial work. These authors favor requisite leadership that is dependent upon time and place, and the individual and situations.

Primal Leadership = Primal Leadership = Leadership based on Leadership based on

Competencies drawn from Competencies drawn from Emotional Intelligence:Emotional Intelligence:

1) SELF-AWARENESS1) SELF-AWARENESSa) Emotional Self-a) Emotional Self-awarenessawarenessb) Accurate self-b) Accurate self-assessmentassessmentc) Self-confidencec) Self-confidence

2) SELF-MANAGEMENT2) SELF-MANAGEMENTa) Self-controla) Self-controlb) Transparencyb) Transparencyc) Adaptabilityc) Adaptabilityd) Achievementd) Achievemente) Initiativee) Initiativef) Optimismf) Optimism

3) SOCIAL 3) SOCIAL AWARENESSAWARENESSa) Empathya) Empathyb) Organizational b) Organizational AwarenessAwarenessc) Servicec) Service

4) RELATIONSHIP 4) RELATIONSHIP MANAGEMENTMANAGEMENTa) Inspirationa) Inspirationb) Influenceb) Influencec) Developing othersc) Developing othersd) Change catalystd) Change catalyste) Conflict e) Conflict managementmanagementf) Teamwork & f) Teamwork & collaborationcollaboration

THE LEADERSHIP THE LEADERSHIP

REPERTOIRE:REPERTOIRE:

(Leadership Styles in a (Leadership Styles in a

Nutshell)Nutshell)

So:So:whichwhichoneoneISISitit

really???really???

Leadership Styles: Leadership Styles:

1) VISIONARY1) VISIONARY-- How it builds resonance: Moves How it builds resonance: Moves people toward shared dreams.people toward shared dreams. Impact on Climate: Most Impact on Climate: Most strongly positive.strongly positive. When appropriate: When When appropriate: When changes require a new vision, or changes require a new vision, or when a clear direction is needed.when a clear direction is needed.


2) COACHING:2) COACHING: How it builds resonance: How it builds resonance: Connects what a person wants with Connects what a person wants with the organization's goals.the organization's goals. Impact on Climate: Highly Impact on Climate: Highly positive.positive. When appropriate: To help an When appropriate: To help an employee improve performance by employee improve performance by building long-term capabilities.building long-term capabilities.


3) AFFILIATIVE:3) AFFILIATIVE: How it builds resonance: How it builds resonance: Creates harmony by connecting Creates harmony by connecting people to each other.people to each other. Impact on Climate: Positive. Impact on Climate: Positive. When appropriate: To heal When appropriate: To heal rifts in a team, motivate during rifts in a team, motivate during stressful times, or strengthen stressful times, or strengthen connections.connections.


4) DEMOCRATlC:4) DEMOCRATlC: How it builds resonance: Values How it builds resonance: Values people's input & gets commitment people's input & gets commitment through participation.through participation. Impact on Climate: Positive. Impact on Climate: Positive. When appropriate: To build buy-in When appropriate: To build buy-in or consensus, or to get valuable or consensus, or to get valuable input from employees.input from employees.

Leadership Styles: Leadership Styles: 5) PACESETTING5) PACESETTING

How it builds resonance: Meets How it builds resonance: Meets challenging & exciting goals.challenging & exciting goals. Impact on Climate: Because too Impact on Climate: Because too frequently poorly executed, often frequently poorly executed, often highly Negative.highly Negative. When appropriate: To get high- When appropriate: To get high-quality results from a motivated & quality results from a motivated & competent team.competent team.


6) COMMANDING:6) COMMANDING: How it builds resonance: Soothes How it builds resonance: Soothes fears by giving clear direction in an fears by giving clear direction in an emergency.emergency. Impact on Climate: Because Impact on Climate: Because often misused, highly Negative.often misused, highly Negative. When appropriate: In a crisis, to When appropriate: In a crisis, to kick-start a turnaround, or with kick-start a turnaround, or with problem employees.problem employees.

THE ART OF ONE-ON-THE ART OF ONE-ON-ONE: THE COACHING ONE: THE COACHING

STYLESTYLE(return to introductory anecdote)(return to introductory anecdote)

VisonaryVisonary CoachingCoaching AffiliativeAffiliative

DemocraticDemocratic PacesettingPacesetting CommandingCommanding

RESEARCH ON CEO RESEARCH ON CEO QUALITIES QUALITIES

A trade association of U.S. insurance A trade association of U.S. insurance companies commissioned a study of the companies commissioned a study of the leadership qualities of CEOs and the business leadership qualities of CEOs and the business performance of the companies they led. A performance of the companies they led. A research team tracked the financial results research team tracked the financial results achieved by 19 CEOs of major insurance achieved by 19 CEOs of major insurance companies and split them into 2 groups companies and split them into 2 groups -"outstanding" and "good"- on the basis of -"outstanding" and "good"- on the basis of measures such as their company's profit and measures such as their company's profit and growth (cf. Daniel Williams, 'Leadership for the growth (cf. Daniel Williams, 'Leadership for the 21st Century: Life Insurance Leadership Study', 21st Century: Life Insurance Leadership Study', 1995). Then the team conducted intensive 1995). Then the team conducted intensive interviews to assess the capabilities that interviews to assess the capabilities that distinguished the outstanding CEOs from those distinguished the outstanding CEOs from those who merely did a good enough job. The team who merely did a good enough job. The team evaluated each CEO, and also sought candid evaluated each CEO, and also sought candid (confidential) evaluations from their direct (confidential) evaluations from their direct reports. reports.

RESEARCH ON CEO RESEARCH ON CEO QUALITIES QUALITIES

(cont’d) The singular talent that set the most (cont’d) The singular talent that set the most successful CEOs apart from others turned out to successful CEOs apart from others turned out to be a critical mass of be a critical mass of emotional intelligenceemotional intelligence competencies. The most successful CEOs spent competencies. The most successful CEOs spent more time more time COACHINGCOACHING their senior executives, their senior executives, DEVELOPINGDEVELOPING them as COLLABORATORS, and them as COLLABORATORS, and cultivating cultivating PERSONAL RELATIONSHIPSPERSONAL RELATIONSHIPS with with them. Of the abilities conspicuously ABSENT in them. Of the abilities conspicuously ABSENT in the SOB-style leader, of course, high on the list the SOB-style leader, of course, high on the list are are EMPATHYEMPATHY, artful , artful collaborationcollaboration, and , and caringcaring about developing the about developing the bestbest in people. Moreover, in people. Moreover, when the company's CEO exhibited EI strengths, when the company's CEO exhibited EI strengths, profits & sustained growth were highestprofits & sustained growth were highest -- --significantly higher than for companies where significantly higher than for companies where CEOs lacked those strengths.CEOs lacked those strengths.

Epilogue: From Epilogue: From effectiveness to Greatness! effectiveness to Greatness!

(Covey, Collins…)(Covey, Collins…) The research of Collins (The research of Collins (“Good to “Good to

Great”Great”) concludes that the ) concludes that the difference between organizations difference between organizations that produce sustained great that produce sustained great results and those that don’t are results and those that don’t are that the great organizations are led that the great organizations are led by what he calls by what he calls Level 5 LeadersLevel 5 Leaders – – those with a paradoxical those with a paradoxical combination of combination of humilityhumility and and fierce fierce resolveresolve. .

Leadership

Business

Transcript of Leadership