Level 5 leadership. The triumph of humility and fierce resolve.

By J. Collins. Harvard Business Review, 2001

723 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c94ce935c4787a53693a00a1303c1adcc92e7298

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Citations in the corpus

MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, methodology): “…receive the gifts of the less powerful” (Greenleaf & Spears, 2002: 320), and the level 5 leadership perspective suggests that leader humility involves a lack of charisma, a sense of calmness and quietness, and a baseline assumption that success comes in part from good luck (Collins, 2001b).”
Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “…should empirically examine whether leader-expressed humility does in fact foster greater learning, adaptiveness, and extraordinary performance (see Collins 2005, Vera and Rodriguez-Lopez 2004) or whether it means the difference between true and “pseudo”-transformational leadership (see Morris et…”
Transformational Leadership: An Evolving Concept Examined through the Works of Burns, Bass, Avolio, and Leithwood (2006, unknown): “Similar to Burns’ (2003) investigation into world-renowned leaders, Jim Collins (2001a), a well-known author and management researcher, shared a similar orientation when he attempted to uncover what transformed a company from good to great.”
Development and initial validation of an implicit measure of humility relative to arrogance (2006, background): “Is humility an important virtue for educational or corporate success (cf. Collins, 2001)?”
The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “Collins (2001) collected IQ, personality, ability- and trait-EI data on 91 executives in a large company to assess the impact of EI on leadership success as measured by multi-rater feedback, position, and salary.”
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “Specifically, a leader’s tendency to view himself or herself and employees accurately and openness to learn from subordinates may function as a motivating force for employees in team-based work structures common in most contemporary organizations (Collins, 2006; Morris et al., 2005).”
How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model (2017, background): “Scholarly and popular writers have redirected admiration away from heroic leaders toward those who are endowed with qualities of character (Kiel, 2015) including humility (Argandoña, 2015; Collins, 2001; Owens et al., 2013).”
The role of leadership in emergent, self-organization (2007, background): “However, 16 years later, authors such as Collins (2001) argue that organizational greatness is due to one fundamental ingredient: leadership; and in book after book, Kotter (1985, 1990, 1996) argues it is leaders who make organizational transformation happen by directing the change.”
Leader Humility in Singapore (2015, background): “Theoretical role of leader humility Several theories of leadership suggest that humility is a key feature of effective leadership (e.g., Avolio, Gardner, Walumba, Luthans, & May, 2004; Bass, 1985; Collins, 2005; Weick, 2001).”
Humility: A consistent and robust predictor of generosity (2012, background): “Also, although people do not strongly associate humility with leadership (Exline & Geyer, 2004 ), humility has actually been identified as a distinctive characteristic of CEOs of highly successful organizations (Collins, 2001 ; see also Morris, Brotheridge, & Urbanski, 2005 ; Owens & Hekman, in p”
Humble persons are more helpful than less humble persons: Evidence from three studies (2012, background): “Trait humility could be associated with other personal, social, or organizational behaviors, such as self-control, aggression (inversely), prejudice (inversely), or leadership (Collins, 2001).”
Bringing humility to leadership: Antecedents and consequences of leader humility (2005, background): “For example, the French philosopher Comte-Sponville (2001) suggested that humility should be thought of as the science of the self since humility arises from a trustful understanding of one’s strengths and weaknesses.”
National intellectual capital: comparison of the Nordic countries (2008, background): “Because the value of input-based measurements at the firm level is questionable, researchers on a national level focus less on the amount of financial investment or financial input and more on the way that people manage and utilize these inputs (Collins, 2001; Malhotra, 2003; Carr, 2003).”
Considerations of emotional intelligence (EI) in dealing with change decision management (2006, background): “Eisenbach et al. (1999) provides insight into two such styles of leadership.”