Level 5 Leadership is a concept presented in Jim Collins’s book “Good to Great” in which only the greatests leaders will achieve Level 5 Leadership. Based on the way Collins describes such leaders, it is apparent that these leaders are/will utilize situational leadership theory throughout their role. When choosing the correct leadership behavior style (as presented in the Hersey-Blanchard Model of Situational Leadership), Level 5 Leaders will take into consideration their natural abilities, the needs and maturity levels of their followers/staff, and the specific situation they are leading.
In Chapter 2 of his book, Collins shares an distinguishable trait of Level 5 Leaders…
“[Level 5 Leaders have] ambition first and foremost for the company and concern for its success rather than for one’s own riches and personal renown… [They] want to see the company even more successful in the next generation, comfortable with the idea that most people won’t even know that the roots of that success trace back to their efforts. ” (25-26).
Jim Collins (Good to Great)
An example shown in Collins’s book of a Level 5 Leader utilizing situational leadership theory comes from the story of Colman Mockler, CEO of Gillette from 1975 to 1991. As a day-to-day leader, Mockler was “a quiet and reserved man, always courteous… a gracious, almost patrician gentleman” (23). However, when put in a specific situation, Mockler knew how to cater his personality and leadership style to the benefit of his staff and, ultimately, his company. This was demonstrated when an investment group named Coniston Partners bought 5.9% of Gillette’s stock and attempted to take over the entire board. Rather than give into the threat (which would have destroyed his company but result in personal gain), Mockler used his foresight and leadership style to fight back, and ultimately win. Mockler knew that in order to save his company, he had to adjust his leadership style to the presented situation – supporting situational leadership theory.
Jamie's Leadership Journey 