Page 271 - 4- Leading_from_Within

When new leaders are developed in the organization, they tend to become
better at what they do. They also help everyone who works with them to
do the same. Expanding the leadership of the organization gives it the
ability to expand its responsibilities and take on new initiatives. In this
287
“enlightened” environment, top management provides support, but avoids
micromanaging these emerging leaders.

It cannot be expected that all real leaders will become “great” leaders.
“Greatness,” as Jim Collins defines it, happens through a leadership

approach that transcends one’s self. 288 This is what he calls Level 5
Leadership. In his book Good to Great, Collins describes a Level 5 leader as
one who builds enduring greatness through the use of personal humility
and professional will to mentor others to do the right thing, one who takes
responsibility for failures while giving credit to others for their success, and
one who relies on inspired standards to motivate others. Level 5 leaders
are results-oriented, they do not tolerate mediocrity, and they possess a

high level of motivation for achieving organizational excellence. Their
unwavering resolve and ability to channel ambition into the organization
and not themselves is paramount. This type of leader sets up both the
organization and his/her successors for success.

Collins further states that level 5 leadership is one of the key determinants
of organizational greatness and excellence. The essence of "great"
leadership is effective management of oneself and others in response to a
variety of situations. 289 However, less concern is shown for self and more
concern is demonstrated for the team or organization.

A Good to Great Leader is an ordinary person quietly working and
producing extraordinary results. Jim Collins

Unfortunately, most larger organizations do not have leaders who reach
Level 5. This inhibits the ability of these organizations to facilitate the

growth of leadership throughout the organization. Failure to grow internal
leaders will only result in lower levels of productivity, innovation, and
customer service. For those reasons, top leadership needs to give their

287 John C. Maxwell, The 5 Levels of Leadership, New York: Center Street, 2011, p. 186.
288 Jim C. Collins, Good to Great, New York: Harperbusiness, 2001.
289
Jim C. Collins. Good to Great. New York, NY: HarperCollins; 2001: pp.17–40.
David Kolzow 271