Collins (2001, p. 20) describes a Level Five Executive as someone who combines personal humility and a strong professional will to build “enduring greatness”. Level Five leaders focus their egos not on themselves, but on the company’s goals and success. Their ambitions are channeled for the betterment of the organization (Collins, p. 21). A leader of this caliber does what needs to be done without losing focus. While he credits the team for successes, he holds himself responsible for the failures.
Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective leader is willing to take risks by pushing himself beyond his comfort zone. He must be willing to honestly assess his successes and failures. Effective leadership involves the ability and willingness to seek out ideas and input from others. An open mind and effective listening skills allow a leader to connect with others and find strength in their contributions.
In addition to the skills and characteristics described by Collins and Kotter, effective leadership requires effective people skills. Such skills make it possible to influence and inspire others – both of which bring benefits to a leader when dealing with change. Being able to build trust between the leader and his team as well as among the team members requires that truth and honesty are the norm. An effective leader models the kind of behavior that he wants to encourage in others by not only talking the talk, but also by walking the walk. Graham (2002, p. 45) suggests that a leader should be willing to bend some rules and forsake organizational traditions if it means fostering an honest, trusting relationship with employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
