Level 5 Leadership: The Triumph of Humility and Fierce Resolve (HBR OnPoint Enhanced Edition)
by: Jim Collins
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Product Description:
This is an enhanced edition of the HBR article R0101D, originally published in January 2001. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Boards of directors typically believe that transforming a company from merely good to truly great requires a larger-than-life personality--an egocentric chief to lead the corporate charge. Think "Chainsaw" Al Dunlap or Lee Iacocca. In fact, 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 at the helm--an executive in whom extreme personal humility blends paradoxically with intense professional will. 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. The jury is still out on how to cultivate Level 5 leaders and whether it's even possible to do so, Collins admits. 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, getting the right people on board and creating a culture of discipline. "Our own lives and all that we touch will be better for the effort," he concludes.
This is an enhanced edition of the HBR article R0101D, originally published in January 2001. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Boards of directors typically believe that transforming a company from merely good to truly great requires a larger-than-life personality--an egocentric chief to lead the corporate charge. Think "Chainsaw" Al Dunlap or Lee Iacocca. In fact, 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 at the helm--an executive in whom extreme personal humility blends paradoxically with intense professional will. 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. The jury is still out on how to cultivate Level 5 leaders and whether it's even possible to do so, Collins admits. 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, getting the right people on board and creating a culture of discipline. "Our own lives and all that we touch will be better for the effort," he concludes.
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Customer Reviews
Average Rating:
Rating: - Nice Intro to Level 5
This article is a nice insight into Jim Collin's theory on Level 5 leaders, and why they are important. But, without context to the rest of the book "Good to Great", the article lacks the punch that the book does. If you like what he writes about being a Level 5 leader, go buy the book!
Rating: - Good to Great - Level 5 leadership
I found this research book by Jim Collins and his research team to be very insighful book with some interesting findings. The part of the research that interested me most was the Level 5 leadership styles of the good to great CEO's.I am not an individual that is at a point who understands the complexity of a CEO's thought's and idea's, however reading this book was not a difficult thing to understand...I was very impressed with how Jim Collins put together the foundation of this book into understandable ... Read More
Rating: 
- Leadership to outperform the market
Jim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994). This article was published in the January 2001 issue of the Harvard Business Review.
This article reports on the author's research into how good companies can become great ones. "We looked for companies that had shifted from good performance to great performance - and sustained it." Eventually, the research identified 11 good-to-great examples ... Read More
Rating: 
- Leadership to outperform the market
Jim Collins is a management research from Boulder, California. He is the co-author of 'Built to Last: Successful Habits of Visionary Companies' and has written several other Harvard Business Review articles. Just like many Harvard Business Review articles, this article takes the idea from a book. In this instance, Jim Collins' latest book 'Good to Great'.
This article is based on a five-year research project to answer the questions: What catapults a company from merely good to truly great? According ... Read More
- Nice Intro to Level 5This article is a nice insight into Jim Collin's theory on Level 5 leaders, and why they are important. But, without context to the rest of the book "Good to Great", the article lacks the punch that the book does. If you like what he writes about being a Level 5 leader, go buy the book!
- Good to Great - Level 5 leadershipI found this research book by Jim Collins and his research team to be very insighful book with some interesting findings. The part of the research that interested me most was the Level 5 leadership styles of the good to great CEO's.I am not an individual that is at a point who understands the complexity of a CEO's thought's and idea's, however reading this book was not a difficult thing to understand...I was very impressed with how Jim Collins put together the foundation of this book into understandable ... Read More
- Leadership to outperform the marketJim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994). This article was published in the January 2001 issue of the Harvard Business Review.
This article reports on the author's research into how good companies can become great ones. "We looked for companies that had shifted from good performance to great performance - and sustained it." Eventually, the research identified 11 good-to-great examples ... Read More
- Leadership to outperform the marketJim Collins is a management research from Boulder, California. He is the co-author of 'Built to Last: Successful Habits of Visionary Companies' and has written several other Harvard Business Review articles. Just like many Harvard Business Review articles, this article takes the idea from a book. In this instance, Jim Collins' latest book 'Good to Great'.
This article is based on a five-year research project to answer the questions: What catapults a company from merely good to truly great? According ... Read More
