The word “leader” is tossed around like confetti. It is a critically important descriptor, as
is “leadership” as a concept. Yet the terms are often confused with others, like
“management”, “controlling”, “in charge”, and “commanding”. Just because a person
has the power to make others do what he or she wants does not necessarily mean they
are leaders or are exercising leadership. Real leaders can be far more effective than
someone who is merely exercising power.

The most influential analysis of “leadership” I have ever read was done by Jim Collins
and his research team around 25 years ago and entitled: Level 5 Leadership: The
Triumph of Humility and Fierce Resolve  (published, unfortunately, behind a paywall at
the HARVARD BUSINESS REVIEW). Collins studied the behavior of successful leaders—those who achieved lasting results—and he distinguished between “Level 4” and “Level 5”
leaders. In a study of 11 companies, Collins learned that the companies that
transformed from good to great over time were led by Level 5 leaders; those without
Level 5 leaders simply did not become great companies.

Yet Level 5 leaders are relatively rare, even at supposedly great companies. Level 4
leaders are effective, exhibiting clear commitment and compelling vision and stimulating
high performance. Level 5 leaders, on the other hand, will take a company or
organization much further to enduring greatness. A Level 5 leader achieves such
results “through a paradoxical combination of personal humility plus professional will”.
Collins’ analysis is detailed but the idea can be captured by his wonderful summary:

Level 5 leaders, inherently humble, look out the window to apportion credit-even
undue credit-to factors outside themselves. If they can't find a specific person or
event to give credit to, they credit good luck. At the same time, they look in the
mirror to assign responsibility, never citing bad luck or external factors when
things go poorly. Conversely, the comparison executives frequently looked out
the window for factors to blame but preened in the mirror to credit themselves
when things went well.

We will all recognize leaders who fit one of the two categories.

I used to assume that all leaders were born with that Level 5 talent, and I accept that not
everyone can reach the Level 5 pinnacle. But striving to that goal can be assisted by a
coaching partner, and even a Level 4 leader can become a better leader in such pursuit.