"No charismatic figurehead leader, but leadership that focuses on building the organization instead of investing their time in extensive PR work."
I find it interesting that a company's leadership appears to be valued just like this by people inside the company, but that people outside the company often value it in the opposite way.
I happen to be reading "Good to Great", the followup to this book, and I find its idea of "Level 5 Leadership" pretty interesting. Basically "Level 5 Leaders" are the exact opposite of what you typically think of as a CEO - self-effacing, stay in the background, rarely take credit for their successes, generally attributing them to luck or to the great people who work for them. But there's a paragraph that talks about how that's the exact wrong personality you need to become a CEO - generally the self-promoting, egotistical types get the nod, and that's why there are vanishingly few great companies.
Comments
"No charismatic figurehead leader, but leadership that focuses on building the organization instead of investing their time in extensive PR work."
I find it interesting that a company's leadership appears to be valued just like this by people inside the company, but that people outside the company often value it in the opposite way.
I happen to be reading "Good to Great", the followup to this book, and I find its idea of "Level 5 Leadership" pretty interesting. Basically "Level 5 Leaders" are the exact opposite of what you typically think of as a CEO - self-effacing, stay in the background, rarely take credit for their successes, generally attributing them to luck or to the great people who work for them. But there's a paragraph that talks about how that's the exact wrong personality you need to become a CEO - generally the self-promoting, egotistical types get the nod, and that's why there are vanishingly few great companies.
Interesting concept, terrible name. "Level 5 leader" sounds like something out of a spooky cult.