Good To Great - Management According To Collins Essay

The workforce within any organization is the engine that keeps the business moving forward. Positive leadership, as well as effective and competent following, could be the difference between success and failure for a business. Effective leadership and followers should have a symbiotic relationship, which is the most effective way a business will meet its goals. It can be seen within Jake’s Pet Land case study that there truly is a difference between leadership styles amongst different leaders. While Philip and Jan took a different approach to being a leader, Adam’s role of the follower stayed the same. Adam continued to exemplify the best characteristics possible as a follower in order to make the business as

Lack of leadership has proven to be one of the leading causes of companies not meeting their targets, and that's where Welch's four principles of establishing Mission and Values, applying Candor, implementing Differentiation, hearing the Voice of the team and rewarding accordingly have become very useful in building a strong leadership foundation. In my recent work assignment, I didn't feel I had many good examples to follow. Therefore, to delve into options of how to affect my teams' culture and support, my company's goal has led me to understand the difference between managing and leading. In this paper, I will review my leadership attributes, including any weaknesses, and study the opportunities for improvements to building a platform for effective leadership.

For centuries leaders have been analyzed in order to determine what the traits and characteristics of a successful leader are. Leadership, as defined by Koontz and Weihrich (2008) is “the art or a process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals” (p. 311). Leadership plays an important role in employee’s participation, creativity, recruitment to an organization, their commitment to the organization, and productivity levels. Over the years, there have been a number of theories surrounding leadership such as the “Great Man” theory, which, according to Riaz and Haider (2010), “assumes that leaders are born and have innate qualities, therefore, leaders

For organizations to achieve greatness, they must first become rigorous organizations. Good-to-great organizations have a rigorous hiring process, a rigorous retention plan, and an overall rigorous organizational culture. Thus, leaders that want his or her organization to be great must work towards rigorousness; however, it is imperative that leaders understand that although good-to-great organizations are rigorous, good-to-great organizations are never ruthless. After all, there is a finite line between rigor and ruthlessness, and good-to-great organizations never cross that line. In Good to Great: Why Some Companies Make the Leap... And Others Don't, author Jim Collins outlines three disciplines for leaders to follow to ensure that his or her organization stays rigorous, but not ruthless. This essay will outline all three disciplines so that leaders can learn the very important separation between rigorousness and ruthlessness to ultimately achieve greatness.

(2016). p.33). There are many traits that a leader must have to be able to be successful. Three that come to mind are trustworthy or honest, motivated, and knowledgeable. Ever leader needs to be honest and have the trust of those who are following them. This is essential for any plan or idea to be carried out steadily. Also, open communication cannot happen if one does not trust their leader. Next, a leader must be motivated and have energy. If a leader is not motivated, those who are following them are also not going to be motivated either. Someone has to be able to push others to keep up the hard work to get to where they need to be. Lastly, a leader needs to be knowledgeable. At work, often when faced with something that I do not know the answer to, I go to my charge nurse who is very knowledgeable on almost all situations that may arise. If lacking any vital knowledge, staff under that leader will not have anyone to go to in times of need. This leads to the follower being lost and not knowing what the next step is in their situation. All of these traits are what I like to see in a leader in my work

Businesses also have a variety of different leaders controlling the organization. Some executives attain a high-level position, placing them in a leadership role. However, there are many leadership positions that do not actually “lead” a team. A leader does not decide to be a leader overnight. A leader possesses a particular set of qualities and

In Good to Great, author Jim Collins believes he and his team have found a set of timeless principles for running an organization successfully. He states these principles “will remain true and relevant no matter how the world changes” (2001, p.15). From what I have read, I feel he is correct in his belief. I have already seen and experienced many of the principles he provides. One of these principles I have seen firsthand is the concept of “Level 5 Leadership.” The main mission of the Air National Guard unit, where I am employed, is in air refueling. However, every so often we are tasked with a cargo deployment. This additional function requires many people to step outside of their normal scope of business and job description. I have worked

“A big part of achieving success, according to Barnes, has been moving the corporate culture towards one based on teamwork and integrity. As a leader, I need to instill the right culture and values that will stand the test of time” (Routson, 2009).

To begin with, the authors are crystal clear when it comes down to laying out the blueprint the requirements needed for a successful leader. Stepping into any profession requires patience and clear thinking. The authors mention “taking a minute out each day of your leadership can really make a difference between a good and a bad leader”. Throughout the book, the authors step into depth explaining why it is necessary for the leaders to take just one minute out of their day to notice any noteworthy changes in relationship within the firm. By being packaged in the box the entire day and not thinking and stepping out the box, it can cause delays in work and/or possibly an unsuccessful firm. The authors move on to speaking about the different levels of management and the flexibility that occurs at those various levels.

To transform a good company to great company is all manages' dream, but only few of them make it. To find out the core factors which lead to a good company became a great company is very difficult, because in different era, different industry companies face different opportunities and threats. To begin the research for the Good-to-Great study, Jim Collins and his research team searched for companies that: performed at or below the general stock market for at least fifteen years; then at a transition point began to pull away from the competition, and sustained returns of at least 3 times the general market for the next fifteen years. He started with a list of 1,435 companies and found eleven that met his criteria.

“No matter how dramatic the end result, the good-to-great transformations never happened in one fell swoop. There was no defining action, no grand program, no one killer innovation, no solitary lucky break… Good to great comes about by a cumulative process…that adds up to sustained and spectacular results”; this was a quote he said in this wonderful book, a quote that says the reality of businesses nowadays, a quote that for us defined in short words the name of this book and the research Collins made.

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.

"Good is the enemy of great” is the first sentence in Jim Collins book; Good to Great, Why Some Companies Make the Leap…and Other Don’t. Jim Collins says, because good is the enemy of great, is one of the key reasons why we have so little that becomes great. This book is packed with leading edge thinking, understandable examples, and data to support the conclusions. It is a challenge for CEOs, entrepreneurs and leaders to show evidence of the discipline required to shift their companies from Good to Great.

Touching on some key tenets of his pyramid of success, he provides what is ideal, what if followed would lead to great success. The pyramid ideals don’t really aptly fit in today’s business environment. Most of the times, the flag is usually highly held up by the leader, a C.E.O or the managing director of an organization. The staff usually does not follow through with these aspirations. Workers are not enthusiastic about their job roles; they are there because they needed a job. They thus do not care about being their very best in what they do. Leaders also have no time to make the staff work as a team; to some leadership is not a calling. It is something they have to do to earn a living which is a really pitiful situation.

They successfully implemented all these beliefs and models which made them to be a unique product in market.