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There is no correct method for determining the exact limitations of the influence that the leader’s personality has on the business development. However, a leader’s personality can certainly present a substantial component of a business’s success. The study conducted by Collins initially explored the topic of transformational good-to-great changes in companies to define similarities that would explain the success of the transformation. However, through the course of the study, the author determined what can be a key factor for successful transformational change in business – a leader with level 5 leadership qualities. The article defines level 5 leadership as an untapped potential that the business sphere is yet to discover.
The article is based on three central pillars, which provide valuable and extraordinary information for learning. Firstly, through examination of cases where level 5 leaders led organizations to success, such as Darwin E. Smith in Kimberly-Clark and Colman. M. Mocker in Gillette, the author defines key differences of level 5 leaders. According to the information provided in the article, the main traits of level 5 leaders include strong work ethics, instilling discipline in the company’s employees, and a preference for internal crowdsourcing. Furthermore, level 5 leaders maintain a strong guide for the development of the company and therefore are more capable of making complex decisions associated with the good-to-great transformation of businesses.
Next, the article defined the main differences between level 4 and level 5 leaders by examining their approach to successors. The author suggests that even though level 5 and level 4 leaders are all positioned at the top of the leaders’ hierarchy, they have different central values. Level 4 leaders can make great changes in organizations, but they generally tend to prioritize their ego and personal benefits. The article draws examples of Chrysler’s Lee Iacocca, who was more interested in developing a personal brand from his CEO personality, and Scott Paper’s Al Dunlap, who deliberately developed the company for subsequent sale. On the other hand, the unique combination of personal and professional qualities of will and humility in level 5 leaders allows them to prioritize the company’s interests. Compared to level 4 leaders who intentionally chose weak successors and asserted themselves through successor’s failures, level 5 leaders choose strong successors to ensure the prosperity of their legacy. Thus, the leader’s ego plays a big role in determining the sustainability of good transformational changes.
Lastly, the author suggested the idea that level 5 leadership talent cannot be developed without research on what personal qualities or experiences make these people good leaders. Next, it is unknown whether a level 5 leader’s approach to leadership is given from birth or acquired through dramatic experience later in life. In this section of the article, Collins emphasizes that in his research of level 5 leaders, their experiences included “contracting cancer, going through a religious conversion, or getting different parents” (2001, p. 76). Thus, it is possible that difficult situations in life influence leaders’ work attitudes and ethics; therefore, the change can occur later in the professional career.
The reading draws students’ attention to the unfair opinion that only charismatic leaders with big egos can bring success to businesses. The article explains the important role that a leader’s personality and values have in defining organizational culture and ethics and empathizes the connection between a leader’s commitment to the company’s interests in transformational changes. Lastly, the article can change and improve the students’ perception of powerful leaders as it provides examples of good leaders who are significantly different from leaders highly regarded in the media.
Reference
Collins J. (2001). Level 5 leadership: The triumph of humility and fierce resolve. Harvard business review, 79(1), 66–76.
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