Cutting Tool: Al Dunlap Or Lee Iacocca.

In his analysis of companies that are able to achieve greatness, James Collins identifies the role of a “Level 5” leader as instrumental in the transformation. Collins identifies this type of leader as an individual “who blends extreme personal humility with intense professional will” (21). While they are willful and fearless, these leaders are also modest and humble. The leader is less interested in personal glorification and is more interested in the performance of the company. They are intensely driven towards building a successful company that is capable of continuing its success in their absence. In his analysis of companies, he identified that all good companies that became great had Level 5 leaders at the help when they transformed. The leaders are interested in building up their successors such that the company continues on a successful path. This is in contrast with leaders who are interested in the short-term success of a company during their tenure. Level 5 leaders are not concerned “with their own reputation for personal greatness” (Collins 26). Rather, they are willing to share credit for their success with colleagues and successors. Under egocentric leaders, Collins noted that companies would achieve particularly strong growth but they would fall apart immediately after the leader’s exit. However, Level 5 leaders seek to obtain consistent results by finding the best people and creating a

What Jim Collin’s epic book Good to Great is to the business and leadership world, Len Sperry and Jon Carlson’s book, How Master

Throughout my time at Troy University, I have learned a great deal about people, subjects, and myself. I have had great successes and days full of light and celebration. However, I have also made mistakes, which have left me with nights characterized by regret and darkness. These experiences, both good and bad, taught me a great deal about life and gave me a deeper understanding of the world. I write this paper in order to impart whatever wisdom I have collected in my twenty years upon this earth. To begin with, I shall say what my definition of leadership is. Chancellor Hawkins once told my leadership class that “Leadership is the management of hope.” This is a definition that I have chosen to adopt as my own. However, this definition does not completely tell a person what the components of leadership are. For me, there are five core components of good servant leadership: love, integrity, balance, appreciation for diversity, and confidence.

Heroes and leaders have long had a popular following in literature and in our own imaginations. From Odysseus in ancient Grecian times to May Parker in Spider-man Two, who states, “We need a hero, courageous sacrificing people, setting examples for all of us. I believe there’s a hero in all of us, that keeps us honest, gives us strength, makes us noble” (Raimi, 2004). Organizations need heroes, too. We call them organizational leaders. The study of organizational leadership, then, is really the study of what makes a person a successful hero. Or, what processes, constructs, traits, and dynamics embody the image of a successful leader.

Conventional wisdom teaches us that decisive leadership drives great business. An elite group of people must come together to make tough decisions that the majority must follow. Fortunately, it appears that some are challenging this centuries old notion. In an article entitled “Management Leaders Turn Attention to Followers”, George Anders examines how and why many companies are looking to their low-ranking employees on how to better their businesses. The article focuses on three forward thinking companies: Best Buy, UPS, and Hewlett-Packard. Each company challenged its low-ranking employees to come up with solutions to better business. The result: employees who are more invested in the company’s success because they actually feel

The identification with Christ as his child and the utilization of the Holy Spirit that indwells the believer following salvation is the only conclusive way we can obtain a semblance of being truly humble while serving and leading others before advancing ourselves. We are subjected to many weaknesses in this fallen world that prevent us from become completely humble. Our selfish pride can be a stumbling block in being humble. “Pride will not easily let go of its prisoners” (Wong & Davey, 2007). Identifying ourselves with

000). The Energy of Leadership. In William Dauphinais, Grady Means & Colin Price Price (Eds.), Wisdom of the CEO (pp.167-174). New York: Wiley.

For our final leadership project, my partner and I decided to direct our main focus towards the narrative and the story of Scott Mordell. The story of his childhood and upbringing, his early career, his leadership style and role at the Young Presidents’ Organization, and his still ongoing path. Scott is not your typical CEO, he is a leader of leaders, and that is something that makes him and his leadership very distinctive and extraordinary from most.

Collins illustrates a persuasive profile of what it takes to be the leader of not a good but a great organization in the modern day. He also demonstrates the development of successful organizations as a consequence of ethical behavior rather than despite

“true rhetoricians understand the importance of symbols and sturdy photos; certainly, a number of the most effective speeches in records revolve round a robust image, or halo,” as Heinrichs calls it. While it’s controversial whether realistic knowledge, virtue, or disinterest is the maximum essential element of character, distinctive feature is genuinely the maximum essential factor of ethos in terms of management. Leaders don’t just coach different people what to do; they embody positive values and attitudes. For an instance, American presidents aren’t just evaluated at the merits of their rules; they’re judged for their individual, because—for better or worse—leaders want to have exact individual (or at least the appearance of correct character)

To take organizations from “Good to Great” Jim Collins discusses why it is imperative that the right people are on the bus performing the job that is needed for the company to be great and the wrong people are taken off. Likewise, having the right people working for you is crucial, and they will bring value and build your organization. Establishing the right person on the bus will create the perfect fit for the establishment. According to Jim Collins "celebrity leaders" were not effective in bringing a business from being "good to great." Mostly, those outstanding leaders came from within the company. In fact, Jim pointed out that "ten of eleven good to great CEO's" came from within the firm.

Rather they demonstrated personal humility and professional will revealing an aggressive resolve to do what was best for the company, he or she plays an important role in the success of their organization through talent, knowledge, skills, and good work habits. The lower levels included effective leader, competent manager, contributing team member, and highly capable individual. The traits of Level 5 leaders include, building “enduring greatness” into their organizations, setting their successors up for success, talking about the company and others, but declining to discuss themselves, ordinary people producing extraordinary results, most likely to come from within the company, not outside of it, quick to give credit outside themselves when there was success, while at the same time taking personal responsibility when things went badly and distinctive in their approach to the people they wanted in the company. Most companies would think the first step in becoming a great would be to create a vision and a strategy, but this has not been proven true. The first step a company should take is determining who the right employees are, and which position in the company is right for them. In chapter three is states” If executives get the right people on the bus, the right people in the right seats and the wrong people off the bus, then we’ll figure out how to take it someplace great.” Level 5 leaders wanted top players as well top effort.

Thomas Green is a creative and ambitious executive with impeccable marketing skills. He is a go-getter who goes out of his way to meet potential clients and pitch ideas on how to improve business relations between airlines, hotels and taxi services. His work styles involve an adept and calculated approach to marketing that is pegged on increasing customer satisfaction and amassing a high clientele (Sasser, 2011). He is also revolutionary and change-oriented. On the other hand, Frank Davis is an experienced marketing strategist who is quite rigid to change. Being in the business for 20 years, Frank possesses the necessary experience and expertise to land clients. However, he adopts an authoritarian form of leadership that entails imposing of ideas on his subordinates (Sasser, 2011). He seeks to tell his subordinates what to do and expects them to follow without question.

Maxwell begins his book by identifying the number-one misconception public believe about leadership, which is leadership that comes from the position. He does not think the employee needs a title to be a leader of his division, department, or organization. Possessing a title in order to be a leader is the position myth. Maxwell provides an example of people tied up to a position. He makes connection between the title and the leader tasks. He argues that people should not wait for authority to be given in order to lead. However, they can lead through building a relationship with others, and influence them naturally. Maxwell claims that the effective leader is aware of a leadership identification toll. He likes to call them the five levels of leadership which are position,

Resolving defining moments requires skills not listed on most job descriptions—probing self-inquiry, in particular. These skills enable us to craft an authentic identity based on our own, rather than others’, understanding of what’s right. Managers who brave the process renew their sense of purpose—and transform their values into