"A leader is best when people barely know he exists, when

his work is done, his aim fulfilled, they will say: we did

it ourselves. — Lao Tzu

Presented by Group 3(Section 2)

Celebrity CEO/rockstar : A level 5 leader??? NO.

Level 5 leadership: The antithesis of egocentric celebrity

The Term Level Five refers to Level 5 hierarchy.

Video 1

Jim Collins discovered when analyzing the research for his book "Good to Great," that the leaders who ran the "great" companies during the transition from good-to-great were all "Level 5" leaders.

The qualifying criteria was that a company had to have achieved an average cumulative stock return of at least 3 times the market over a 15 year period.

Only 11 of the Fortune 500 companies met all the criteria they used.

This term “Level 5 Leader” he came up with, was by analyzing the common attribute of all the leaders in those 11 Companies.

Innate in a person Cultivation Accepting who you are- path to become humble

and modest; talent will follow Accepting others- path to become a leader. Breaking the vicious circle- prove our worth? Loose yourself as individual Feel the ownership Synching your goals with organization

First Who Stockdale Paradox The Flywheel The Hedgehog Concept Culture of discipline

Good-to-great leaders start with people

Deal with vision and strategy

Get the right people on the bus

Move the wrong people off

Usher the right people to the right seats

Determine where to drive it

Stockdale Paradox

Stockdale Paradox: Retain absolute faith

that you can and will prevail in the end,

AND ,at the same time confront the most brutal facts of your current reality, whatever they might be.

Confront the Brutal Facts

Setting off on the path to greatness requires confronting the brutal facts of current reality.

The Flywheel

Good-to-great transformations never happened in one fell swoop.

Good-to-great transformations never happened in one fell swoop.

There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.

Instead they followed a predictable pattern of buildup and breakthrough.

Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .

There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.

Instead they followed a predictable pattern of buildup and breakthrough.

Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .

Good to Great

BuildupBreakthrough

Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.

Hedgehogs see what is essential, and ignore the rest.

What you are deeplypassionate about

What you can be the best in

the world at

What drives your

economicengine

Simplicitywithinthe three circles

Culture of Discipline

Disciplined People-

You don't need Hierarchy

Disciplined Thought-

You don't need bureaucracy

Disciplined Actions-

You don't need excessive controls

Culture of Discipline

Involves a dualityInvolves a dualityRequires people who

adhere to a consistent system.

Gives people freedom and responsibility within framework of that system.

Requires people who adhere to a consistent system.

Gives people freedom and responsibility within framework of that system.

•Mulally used a tight weekly executive team meeting (his BPR, or Business Process Review) to drive both business plan execution and building a strong leadership team.

•Second, Mulally created a simple vision for the organization, repeated that vision His view was, we have we’re still working on implementing it the right plan and not a “new plan”.

•Third, Mulally focused the organization back on the customer. Significant money was invested in new product development and quality initiatives even during significant cuts to operations.

•Mulally simplified the business. Ford reduced the number of brands (auto name plates) down to two.

The Father of Nation

• Mahatma Gandhi worked for the people

•Gandhi took immense pains and sacrifices to reach the goal and lead from the front, igniting the minds of the people rather then forcing themto change.

The Father of South Africa

• Sacrificed 27 years of his life in prison  to liberate his country.

• Retained all whites in his cabinet inspite of threat to his life

• Humility + Professional will to have a united South Africa

Unique and charismatic personality. When he was suffering from cancer in 1992

Walton wanted to prove that his company is bigger than himself

He wanted to show that the company would be equally successful even when a charismatic leader like him does not head it.

He chose David Gloss, who was non-charismatic, to succeed him. The company continues to be great even after its founder is dead.

Collins identified two implications:(a) identifying CEOs to lead organizationsfrom good to great and (b) finding the seeds of Level 5 leadership within organizations and developing them.

However in recent time identifying Level 5 leadership has also been advantageous:(c) In hiring in smaller organisations and startups

10-item instrument to measure Level 5 leadership contains

Five items that capture personal humility Five items that capture professional will. Candidate is rated on a scale of 1 to 10, for

each of the characteristics 1 being the lowest and 10 being the highest

By balancing the personal humility and professional will attributes evenly, both factors receive equal weight, so that the scale does not favor humble leaders who may not have professional will to outperform their peers.

Personal Humility Professional Will

Genuine Intense Resolve

Humble Dedication to the Organization

Team Player A Clear Catalyst in Achieving

Servant AttitudeDoesn’t Seek Spotlight

Strong Work Ethic Self Motivated

Tyrion Lannister

www.manager-tools.com www.jimcollins.com Collins, Jim, "Good-to-Great: Why Some Companies Make the Leap... and Others Don't",

Random House, London, 2001 Collins, Jim, "Level 5 Leadership: The Triumph of Humility and Fierce Resolve" Harvard

Business Review, Jan. 2001 www.HBRideacast.com http://www.sei.cmu.edu/cmmi/ 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