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Level 5 Leadership Written by: Jim Collins Presented by: Laura Cooper

Level 5 Leadership Written 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

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Level 5 Leadership Written by: Jim Collins Presented by: Laura Cooper

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  1. Level 5 LeadershipWritten by: Jim CollinsPresented by: Laura Cooper “You can accomplish anything in life, provided that you do not mind who gets the credit.” – Harry S. Truman

  2. 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

  3. 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

  4. Level 5 Hierarchy • LEVEL 5 - Level 5 Executive • LEVEL 4 - Effective Leader • LEVEL 3 - Competent Manager • LEVEL 2 - Contributing Team Member • LEVEL 1 - Highly capable individual

  5. Examples of Level 5 Executives • Abraham Lincoln • Darwin Smith – Kimberly Clark • Colman Mockler - Gillette

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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

  15. QUESTIONS?

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