The Triumph of Humility and Fierce Resolve :: Article Review, Jim Collins

Level 5 LeaderAuthor Jim Collins (2005) in his article, Level 5 Leadership The triumph of unimportance and fierce resolve (Collins, 2005), presents a compelling evidence for the need to have what he describes as Level 5 leadership at the helm, in smart hatful for organizations to reach high performance status (Collins, 2005). Collins stated that Level 5 refers to the highest level in a hierarchy of exe glowive capabilities that were identified during our question (Collins, 2005, p. 138). However, the original intent of Collins research was based on his pursuit to identify if a good company can become a capacious company (Collins, 2005). How Collins reached the concept of the Level 5 Leader can be linked to his research methods and findings. With 22 research associates at hand, Collins (2005) set reveal to answer one, question Can a good company becomes a with child(p) company and, if so, how? (Collins, 2005, p. 139). To identify the companies he would research it appeared tha t Collins inevitable to make certain the organizations level of success was identified from a credible source. To achieve this, Collins selected to investigate companies noted as Fortune 500 companies from 1965 to 1995 (Collins, 2005) . In doing so, his foundational research approach was established. Through more analysis the final group described as good- to- great companies was narrowed down to 11 companies. Those that made the cut averaged cumulative stock returns 6.5 times the general stock market for the 15 years after the point of transformation (Collins, 2005, p. 139). In his attempt to rule out any issues with sustainability, the research identified companies that had obvious change, but the change did not last (Collins, 2005). These companies ended up being cut from the final group. Collins include both qualitative and quantitative method for this research to get through the final stretch (Collins, 2005). The researchers analyzed data, reports, and conducted interviews (Co llins, 2005). Eleven companies meet the standards of a good to great company (Collins, 2005). The article noted that, Level 5 easily made it into the framework as one of the strongest, most consistent contrasts between the good-to-great and the comparison companies (Collins, 2005, p. 139). message that, the organizations identified as good-to-great had leaders at the helm that met Collins definition of a Level 5 Leader. He describes then as a leader who Builds enduring greatness through a paradoxical combination of personally plus professional will (Collins, 2005, p.