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Ways to achieve the highest level of leadership finished work. Paths to achieving the highest level of leadership. Types of leaders depending on their functions

Who is the leader in Ukraine? Many people call themselves this, but often do not even fully realize what it means.

First level: “position”
This is the lowest level - does not require any ability or effort to achieve. After all, anyone can be appointed to a position! There's nothing terrible about it though. It’s bad when you rely only on your position and want to be followed. This is because it only works if you have a system of leverage (job security or salary) over your followers. People follow you because they think they should.
Those who remain at the position level have difficulty working with volunteers. Why? Because position doesn't automatically lead to influence, and volunteers know they don't have to follow anyone.
But there are also positive sides. This is your ideal position for continued growth and potential development as a leader. Use your time at this level to learn to manage yourself through prioritization and self-discipline. This way you will be ready to move to the next level.

Level two: relationship building

At this level, people choose to follow because they want to. In other words, they give permission to the leader to lead them. To develop at this level, leaders work to understand and connect with their people. You must learn to love people in order to manage them well.

The more leaders you develop, the more you change the lives of all team members
When you like people and treat them as individuals who have value, you begin to have a positive influence on them. Trust grows, which leads to respect. And the environment becomes much more positive - be it at home, work, play or volunteering.

The second level is about building strong, long-term relationships that create the foundation for the next level.

Third level: profit
The best leaders know how to motivate their people through “getting things done.” This is the essence of the third level. There are those who show results, create their influence and authority. People follow because they want to, but they no longer do so only because of the relationship, but because of their track record.
The profit margin is an area where leaders can become change agents. Work gets done, morale improves, profits go up, turnover goes down, goals are achieved. The more you produce, the more able you are to solve problems and do the right thing in difficult situations.

It is important to note here that the purpose of the five levels is not to move from one to another and grow on the new one. They are built on each other. Level 3 leaders still need to do the same things Level 2 leaders do. They simply add new strategies to the pot. And when they become effective at the third level, they are ready to add the following goals.

Level four: people development

Your aim - identify and develop as many leaders as possible, investing in them and helping them grow.
The reason is simple: the more leaders, the more missions an organization can achieve. The people you choose to develop may show great leadership potential or be diamonds in the rough, but the basic idea is the same: you invest in them and develop yourself.
The more leaders you develop, the more you change the lives of all team members. And as a result, people will follow you because of what you have done for them personally. And as an added bonus, some of these mentoring relationships will likely last a lifetime.
Develop consistently, long enough, and you can reap the rewards of the next level.

Fifth level: respect
This will require many years of work on yourself. You simply cannot reach this level unless you invest in your life and the lives of others.
Level 5 leaders develop organizations at the same level. They create opportunities that others cannot. People follow them because of who they are and what they represent. Leadership helps them gain a positive reputation.

As a result, Level 5 leaders often outperform their position, organization, and sometimes their industry.
Great leaders always need to improve themselves, the company and the people around them.

The education of a leader and his self-education presuppose training the ability to lead people, establish relationships with them and, on this basis, organize political governance. A leader is distinguished not by ambition, desire or ability to stand out and real superiority, but by the genuine natural right of a strong, strong-willed and at the same time intellectual personality to lead people.

A leader must meet the requirements of the time, and not only he, but also his environment, which is able to understand and support him. Many reformer leaders were unable to prove themselves without finding support. The leader must be the head of his group, the conductor of an idea that can capture the minds of society or its significant, leading part. But society must also prepare leaders for itself. Raising the elite is an important social task. This includes the transfer of knowledge and experience in analyzing situations, and the development of management skills and qualities, and the education of responsibility, and training in various management styles, communication with people, and the ability to change leadership style and techniques. A leader (or future leader) must learn to make decisions, avoid extreme, hopeless situations, or, on the contrary, create an inevitable but beneficial set of circumstances.

A leader cannot and should not be afraid to take risks, wait for guaranteed success, or, on the contrary, rely on a random victory. Since leadership is a chain of surprises, he must overcome unforeseen complications, maneuver, be prepared for temporary setbacks, but constantly be aimed at moving forward. Our time and our country are in dire need of a new generation of leaders - with strategic thinking, an extraordinary vision of the situation, and confidence in success. Such leaders are needed both in the political and economic spheres. Innovative leaders are called upon to effectively solve both new problems and old ones, but using different methods. Their skill involves extensive connections with other innovators. They are proactive and receptive to the initiative of others. Such leaders, for all their persistence, do not suppress. The combination of objective forces, political circumstances, and traditions of political activity that have developed in society creates a leader, but only with his special make-up. Otherwise, he remains a leader, an employee, albeit a high-ranking one.

In Western literature, trends have prevailed in the direct, mechanical transfer of personal characteristics and leadership mechanisms in small groups to the personality of a politician, statesman and to leadership mechanisms in large systems.

6.Conclusion

A person who wants to become a leader must have certain qualities, which must be different in different situations. It is recognized that leadership skills can be learned. Thanks to these qualities, a person can gain authority, and employees recognize him as a leader.

A leader performs many social roles, each of which requires specific knowledge and skills. Among the problems within the competence of the leader, the main ones are: approval and development of a certain type of organizational culture; building effective communication in the organization; forming and managing working groups; Conflict Management; building coalitions and developing partnerships; timely response to the dynamics of the external environment and change management.

The bookshelves are filled with books on leadership. So why read another one - this one? Yes, because what is written in it works. This concept has been successfully used more than once in training leaders of companies of any size and structure, from small businesses to the largest ones included in the Fortune magazine list.

It has been used to help nonprofit organizations understand how to manage volunteer assistants. This approach has been taught in more than 120 countries around the world. Every time I talk about this, people ask questions and make comments. All this helped me hone the concept of 5 levels of leadership. It is verified, works and has several advantages.

John Maxwell - 5 Levels of Leadership

Per. from English l. A. Babuk.

Minsk: Potpourri, 2013. - 320 p. : ill.

ISBN 978-985-15-1857-5.

John Maxwell - 5 Levels of Leadership - Contents

Appreciation

MAKE A LEADERSHIP GAME PLAN THAT YOU WILL USE

    Learn practical leadership mechanisms

    Leadership Levels Overview

    The essence of leadership levels

GRADE. How to measure your current leadership level

    Part 1. Characteristics of leadership levels

    Part 2. Assessing each team member from the leader's point of view

    Part 3. Assessing a leader from a team member's perspective

    Part 4. Assessing the current level of leadership

Level 1. POSITION. It's a great place to stay, but you wouldn't want to live there

    Positive aspects of level 1: You were invited to take the place of leader

    Negatives of Level 1: True leadership has nothing to do with the position.

    Leadership Behavior Level 1: How to Make the Most of Your Position

    Laws of Leadership at Level 1

    Beliefs that will help a leader move to level 2

    Level 1 Growth Guide

Level 2. PERMISSION. You can't lead people if you don't love them.

    Positive aspects of level 2: The office becomes a more pleasant place

    Negative aspects of level 2: You are under pressure to build relationships.

    Leadership Behavior Level 2: How to Earn People's Permission to Lead Them

    Laws of Leadership at Level 2

    Beliefs that will help a leader move to level 3

    Level 2 Growth Guide

Level 3. RESULTS. The ability to achieve excellence separates true leaders from those who simply occupy leadership positions

    Positive aspects of level 3: You are now firmly established as a leader

    Negative aspects of level 3: The burden of leadership becomes heavier

    Leadership Behavior at Level 3: How to Be More Effective

    Laws of Leadership at Level 3

    Beliefs that will help a leader move to level 4

    Guide to Level 3 Growth

Level 4. DEVELOPMENT. By helping other leaders grow, you expand your influence and gain additional momentum to move forward.

    Positive aspects of level 4. The organization’s potential increases

    Negative aspects of level 4: Developing others requires maturity and professionalism

    Leadership behavior at level 4. How to develop people

    Laws of Leadership at Level 4

    Beliefs that will help a leader move to level 5

    Level 4 Growth Guide

Level 5. TOP OF LEADERSHIP. The greatest achievement of a leader is to develop those who have reached level 4

    Positives of Level 5: Your influence expands beyond your own accomplishments.

    The downsides of Level 5: You may have believed this was the end of the road.

    Leadership Behavior at Level 5: How to Use the Top as a Platform to Do More Than Just Reach That Level

    Leadership Akons at Level 5

    Help others rise to levels 4 and 5. Create challenging moments for the leaders you develop.

    How to Bring out the Best in You at Level 5

    Level 5 Leader Portrait by Coach John Wooden

John Maxwell - 5 Levels of Leadership - MAKE A LEADERSHIP GAME PLAN YOU WILL USE

The topic of leadership is my passion, although not my only one. That's why I teach people this. I have spent over 30 years of my life helping others learn everything I know about leadership. In fact, I spend 80 days every day learning to lead. I've been teaching this to people all over the world for the past few years. Why do you think this topic is inexhaustible? Because everything that exists rises and falls depending on the ability of people to lead and lead others. If you want to make a positive impact on this world, leadership training is the best way to do it.

In all the years I've taught this to people, there's one lecture I've been asked to give far more often than any other, by everyone from West Point Military Academy students to Microsoft employees and a wide variety of organizations in a wide variety of countries. to the whole world. This lecture explains the essence of leadership. It gives, so to speak, a plan of action, with the help of which leadership skills are acquired. This lecture is called 5 levels of leadership.

I have become convinced that everything in the world develops and declines depending on the ability of people to lead and lead others. In 1976, this set me on a path that I still follow today. This journey began when I asked myself a series of questions: How is leadership defined? What is a leader? What is the job of a leader? etc. Unfortunately, people usually give answers that do not help them understand the problem at all. Some people tend to think of leadership as synonymous with a management position. But I have known bad leaders who had good positions, and good leaders who had no leadership position at all. Haven't you encountered a similar phenomenon? Others talk about leadership like this: I can’t describe it, but I immediately recognize a leader as soon as I see him. And although this happens, it cannot help anyone learn the art of leading people with purpose.

At an early stage of understanding this phenomenon, I came to the conclusion that leadership is influence. If people are able to strengthen ero, then they can lead more effectively. As Toro thought about this, the concept of levels of leadership began to form in my mind. It took me about 5 years to develop it. Since then, I have introduced this concept to people, and they always ask me the question: When are you going to write a book about this? As you can see, I finally answer this question.

Since leadership is largely built on relationships of the “leader-follower” type, rather than “boss-subordinate,” then in this respect it differs significantly from management. Unlike a boss, a leader not only directs, but also leads his followers. And they, in turn, not only follow the leader due to their subordinate status, dictated by their official position, but also experience a psychological need to follow him.

The goals and objectives of management differ at different levels of activity, therefore there are different leaders. From this point of view, leaders are distinguished at three levels.

1. Leaders of small groups (this can be the elite of the upper levels of government or the leadership core of an enterprise or organization), who have the greatest power in a given community and have common interests. As a person in authority, the leader forms the group itself. In addition, its formation is based on the personal qualities of the leader, which are constantly subject to direct assessment by each of the group members in the process of its joint functioning. Since the activity of a leader involves close, without any intermediaries, personal communication with his immediate environment, personal qualities play a decisive role in maintaining a leading position, namely: the ability to control the situation and make decisions; to take responsibility; the ability to make the right choice.

At the same time, the leader must satisfy the interests of the group, without going beyond the limits of law and civil norms and without making his environment dependent on his benefits. In this case, he must have the ability business, intellectual and communication leader (emotional leader).

A business leader is distinguished not only by the ability to organize any business or work, but also by personal entrepreneurship and pragmatism in assessing the situation and his actions. He is able to organize any business, establish the necessary business relationships and, in general, ensure the success of the entire group. The power of an intellectual leader rests on the ability to solve complex problems and find innovative solutions. He serves as the “think tank” of the group; people turn to him on all issues, because he is erudite, knows a lot, can explain or help find the necessary information. A communication leader is characterized by sociability, the ability to relieve tension within a group and create psychological comfort. He acts as a kind of center of spiritual communication for the group, so people are drawn to him because they know that they can receive some kind of worldly advice or sympathy.

Naturally, the strongest leadership position will be with a person who combines all three components, but such versatility is extremely rare. As a rule, the most common combination of any two of them (for example, emotional and business, information and business), which turns out to be quite sufficient to ensure leadership in the group. In addition, the leader’s behavioral style has a significant impact on the leader’s relationship with the group and his authority.

2. A second-level leader is the leader of a social movement or a specific organization (for example, the head of a trade union, director of an enterprise, etc.). In its activities, individual workers, work collectives as a whole, or even, perhaps, entire social strata and groups see an opportunity to solve their pressing problems and satisfy their interests. At this level, the leader influences his environment both through his personal qualities and through the fact that his followers advance the leader a certain degree of their trust and support. Due to psychological characteristics, the masses of people feel the need for a leader. Since he acts as a spokesman for their interests, denotes the goal and the path to achieve it, the more significant his activity is.

3. A third-level leader is a manager whose leadership is represented in the form of a social institution (management of a corporation that unites several large enterprises and firms). If for a leader of the first level his personal characteristics are of fundamental importance, and their influence at the second level is quite significant, then at the third level, as a rule, they do not have a decisive influence on the leader’s behavior and attitude towards him. Leadership of this magnitude presupposes the concentration of all power within oneself. To do this, the leader needs to take into account the interests of the broad public base of the organization he leads. What matters here is not so much the leader’s personal qualities as his ability to formulate the most general goals and objectives, demonstrate high constructive and creative qualities, communicate with a circle of people of higher rank and be able to convince them. The activities of a leader at this level are determined by his personal management culture and ability to maintain relationships with political authorities.

2. Types of leaders depending on their functions

Depending on the content and the functions prevailing in its activities, the following types can be distinguished.

1. Leader-organizer. He is distinguished by the fact that he attributes all the tasks facing the team to himself and therefore actively acts, resolving the difficulties that arise in the process of their implementation. He is a convinced optimist and is always confident that most problems that arise can be safely resolved. Such a leader is more prone to rewards and knows how to convince his employees by proving rather than imposing his point of view on them. If he needs to express his disapproval of the actions of a particular employee, then he prefers to do this as correctly as possible, without humiliating the personality of the subordinate. Due to the possession of such abilities, people follow him, knowing in advance that he will not offer an empty deal. It is these leaders who are visible in any informal group.

2. Leader-creator. He himself creates specific situations and almost always resolves them successfully. Such a leader attracts people first of all with his ability to see something new in every business or task and take on their solution even if, at first glance, it may seem that they are insoluble or even dangerous. He not only commands, but also invites people to cooperate, discuss the problem and find possible ways to solve it. He is able to give any instructions or set any task in such a way that they will not only interest his subordinates, but will also cause a surge in the creative activity of his employees.

3. Leader-performer. He clearly captures the prevailing mood in the team and is therefore able to mobilize people to complete the task. As a rule, the executive leader stands out when a specific situation has already been created. He works within the framework of solving the problem identified by the creative leader, thereby coming to his aid in solving private issues.

4. Leader-fighter What distinguishes him is that he is the first to meet any danger and, without hesitation or delay, enters into the fight against problems that impede the realization of the goals set by himself or his followers. He is not afraid of the unknown, because he is a strong-willed, self-confident person, always ready to defend his goals, views and beliefs to the end. He is not inclined to make concessions and regards them as his personal defeat. A significant disadvantage of such a leader is sometimes the reluctance and lack of time to fully consider all possible options for his actions and analyze their consequences.

5. Positions of a leader-diplomat are based on his excellent knowledge of the emerging or already existing situation, its nuances and hidden details. He is aware of all the gossip and gossip and therefore knows well who, how and with what levers he can influence. Such a leader prefers to hold confidential meetings in the circle of closest like-minded people from among his subordinates, where he can allow himself to openly say what everyone knows, thereby diverting attention from his plans, which he does not advertise. By compromising or even making concessions when solving problems, this leader still achieves his goals. If he had used all his awareness and abilities for evil, then he could well be considered a master of intrigue.

6. Leader-comforter. He respects people, treats them kindly, he is polite and helpful, and is capable of empathy.

Therefore, people are drawn to him, since he is disposed towards them and is always ready (at least morally) to support them in difficult times.

By leadership style can be distinguished autocratic leader, managing the team with tough, directive methods and relying on the authority of the authorities; democratic leader, for whom power is largely an attribute of his official position, his leadership potential is based on attention to people, taking into account their opinions; liberal leader, uniting the team with its democratic ideas, but giving its like-minded people complete freedom of action, since each of them knows “his own maneuver.” Based character professional activity, a leader can be situational, i.e. able to create and resolve only certain, similar situations, or universal, possessing the qualities of a situational leader, which allows him not only to act effectively in various, dissimilar situations, but also to prove himself as an organizer. Based scale tasks facing leaders, we can distinguish the following types of leadership: household leader(for example, in a family, class, study group, etc.); social leader- he manifests himself in various (social, creative, sports and other) associations, or, for example, the leader of the trade union movement; and, of course, one cannot help but say about the political leader, which means state and party leaders, as well as public figures. In addition, in organizations and teams, a distinction is made between formal and informal leadership.

3. Psychoanalytic approach

In foreign psychology, the psychoanalytic approach to the problem of leadership is most popular. From the point of view of S. Freud's psychoanalytic theory, leadership is considered as a two-pronged psychological process: on the one hand, a group process, and on the other, an individual one. It is based on the ability of leaders to attract people to themselves, to subconsciously evoke feelings of admiration, adoration, and love. The adoration, veneration or worship of one person by the masses of people can make him a leader. According to the psychoanalytic approach, ten types of leadership are distinguished.

1. "Sovereign" or "patriarchal leader" appears in the image of a strict, but beloved parent (father or mother). He is able to instill in others confidence in their own abilities, give them a charge of positive energy, reduce the influence of negative emotions or completely displace them.

2. "Leader Leader" For those around him, the personality of such a leader acts as a kind of carrier of group standards, which all members of the group try to imitate. People associate the realization of their goals and desires with the personality of the leader.

3. "Tyrant". He becomes a leader only because he instills in those around him a feeling of unquestioning obedience or unbridled fear. Therefore, those around him consider him strong and omnipotent. Essentially, a tyrant leader is a strong, dominant, authoritarian personality. He is usually feared and humbly obeyed.

4. "Leader-organizer" unites people, acting for them as a real force necessary to satisfy their interests and needs, maintaining the “I-concept” in their minds.

5. "Leader Seducer" acts as a “magical force”, giving vent to human emotions, thereby relieving their internal tension and preventing possible conflicts. He becomes a leader thanks to his ability to play on other people's weaknesses. His followers adore him and very often do not notice his individual, sometimes very significant, shortcomings.

6. "Hero Leader" This type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him and see in him a standard of justice. He carries people along with him and is able to sacrifice himself for them.

7. "Bad example." Such a person can also act as a leader, since he acts as a kind of source of emotional infection for other, usually conflict-free personalities.

8."Idol leader" He attracts people, attracts them and positively infects his surroundings. Therefore, he is loved and even idolized and idealized. This type of leadership is very similar to a charismatic leader.

In Freud's psychoanalytic approach to the problem of leadership, two more types of leaders are distinguished - the “Outcast” and the “Scapegoat”. However, they are, in essence, anti-leaders, since they are the object of the aggressive aspirations of the team, and very often the group unites to fight them. At the same time, as soon as these anti-leaders disappear, the formed group may begin to disintegrate, since the principle that unites it disappears.

4. Manager and leader: general and different

Now that the concepts of “manager” and “leader” have begun to receive quite close attention, one can often hear opinions that these concepts are identical. However, this is not the case. Yes, such concepts as “manager” and “leader” are certainly similar, for example in the fact that both the manager and the leader have power and manage people, but they are by no means identical.

Approaches to the problem of leadership existing in modern management are based on leadership qualities, the behavior of the leader and the situation in which he acts. It is quite obvious that the possession of one person with a set of certain knowledge and outstanding abilities is always rated by other people much higher than the similar qualities of other members of the group. Therefore, a person with a set of certain qualities, such as self-confidence, a sharp and flexible mind, competence and professionalism, strong will, the ability to understand the peculiarities of human psychology, and outstanding organizational skills, becomes a leader. This approach is the basis for trait theory, which explains the phenomenon of leadership from the point of view of personal qualities.

However, not every manager has the entire set of listed qualities. This does not mean that he cannot be a leader in his organization. At the same time, a successful manager is not necessarily an effective leader. Their main characteristics seem to be on different planes. The main quality of a leader is a clear vision of a goal, which to others appears only in very vague outlines or is not visible at all. The main quality of a manager (leader) is to ensure the achievement of the set goal in all possible effective ways.

In 1937, two young brothers Dick and Maurice McDonald opened a small roadside restaurant for motorists in Pasadena (USA), which quickly became a great success. Their business began to grow and develop rapidly: the volume of annual sales increased significantly, and the brothers annually divided among themselves a profit of 50 thousand dollars - an amount that ensured they belonged to the financial elite of the city.

However, they were wonderful managers, but, unfortunately, mediocre leaders. Their acquaintance in 1954 with a man named Ray Kroc significantly changed things. From 1955 to 1959 R. Kroc managed to successfully open 100 restaurants. In 1961, Kroc bought the exclusive rights to their restaurant from the brothers and set about transforming it into an American institution and then a global institution. By 1998, there were already over 21 thousand restaurants in 100 countries. Thus, Ray Kroc's business acumen, coupled with his leadership abilities, helped him turn several restaurants into the McDonald Corporation, which is now known in many countries around the world.

There are differences between a leader and a manager in many positions, some of them, the most common and most common, are presented in Table 1:

Table 1. Differences between a leader and a manager

The wide variety of the above types of leadership is largely due to the wide range of tasks they solve. However, in general, management is influenced by the following properties:

1) the motives and basic beliefs that guide the leader in trying to achieve a certain position;
2) the environment in which the leader begins his activities and his previous experience;
3) leader style

A leader's motives and beliefs determine how he perceives his environment and his operating environment, directly influencing his leadership style.

The above typology of leadership is not exhaustive, since it is impossible to cover the entire complex and diverse phenomenon of leadership. Objective reality is always much richer than theory and often gives rise to combined types of leaders. In different situations, the group nominates different people as a leader, and sometimes it becomes a person who does not have the above set of personal qualities, just as another person may have these qualities, but not be a leader. This is the basis of the situational approach to leadership, which explains its nature by saying that a leader becomes the person who, when any situation arises, has such personal qualities, abilities and experience that allow him to effectively and optimally resolve it in the interests of the entire organization or team. Thus, the leader in a team can become the person who is able to lead it to the resolution of situations, problems, tasks that have arisen, who carries the most important personal traits for this team and shares the values ​​that are inherent in this team.

Consequently, the leader personifies the entire team, the organization, acting as its mirror. A person who becomes a leader in one group may not become a leader when he moves to another team, since the latter has different values ​​and expectations and requirements for a leader.

Great? Courage, insight, knowledge and understanding of business, the ability to organize people? Truly great leaders have a specific mix of skills. But they also have something that cannot be described in words. If you find yourself in leadership roles, it's likely that you often wonder how to get from good to great to the next level.

The concept of Level 5 leadership comes from the book Good to Great by Jim Collins. The writing of the book began with Collins trying to answer the question - what makes companies great? He paid attention to 1,435 companies, from which he chose the 11 best. And all 11 of these companies were led by what Collins called Level 5 leaders.

He found that all these leaders were humble and did not seek success for their own glory and gain. They shared success with their subordinates, and blamed themselves exclusively for mistakes. Collins also notes that such leaders tend to be shy, but fearless when making the most difficult decisions, especially those that most people consider extremely risky.

Also, leaders of the fifth level have the qualities of all leaders from the first to the fourth level. Although you don't necessarily need to master skills from levels one to five, you will still need to develop all of these skills eventually.

Five Levels of Leadership

  • First level: high professionalism. You must have high level qualities in your work. You have a wealth of knowledge about your area of ​​business, as well as the talents and skills needed to do your job well.
  • Second level: valuable team member. You know how to use your talents and qualities to make your team successful. You work effectively, efficiently and successfully with your subordinates.
  • Third level: competent manager. You are able to organize the work of a team in such a way as to achieve certain goals.
  • Level four: effective leader. Most leaders do not reach this level because there is extremely delicate work involved - the ability to create a vision for the future and ensure that the company moves along the intended trajectory.
  • Fifth level: great leader. You possess all the skills of the four previous levels, yet have a unique combination of humility and outstanding personality characteristics.

How to become a fifth level leader

Of course, this takes quite a lot of time; you won’t be able to immediately become a fifth-level leader, even if you are incredibly smart and knowledgeable in your field of business. The good news is that anyone can reach this level if they have a lot of passion and desire to achieve it.

Here are some strategies to help you with this:

Developing Modesty

Why is humility so important for a leader? If you are humble, you begin to understand on a deep, emotional level how destructive ignorance can be. In addition, attributing success not only to yourself, but also to team members will help maintain a positive and high atmosphere in the team. Conversely, if a mistake has been made, you must fully accept the blame.

Request for help

This strategy also comes from a place of humility. We tend to think that asking for help is a sign of weakness, but such thinking is long outdated. The ability to ask for help is the true strength of a leader because it means one thing: he understands that there are people who are experts in some field and know more than he does. Eventually, your team will begin to understand that you need their knowledge, not just manage it. Guy Kawasaki said that the best leaders hire the best people. And if so, why not take advantage of this and get the most out of hiring highly qualified employees? In addition, such employees can make you a fifth-level leader. This way both sides support each other.

Ability to take responsibility

Perhaps this is the main sign of a fifth-level leader. Your team member's mistake is your mistake. The obsessive desire to blame mistakes on others is an all-too-popular behavior pattern for many people and leaders, and this is why they will never become great. They are too proud and selfish, and this strategy does not work in the long run.

High discipline

Level 5 leaders are incredibly disciplined. For them, it doesn’t matter how difficult the problem is, because only perseverance and action will help overcome any difficulty. They listen to a variety of opinions, know how to sift constructive from unconstructive, and are almost always motivated. If motivation disappears for a while, discipline comes to the rescue.

Ability to find the right people

Leaders rely entirely on the people they hire. They spend a lot of time searching for them, clearly know what skills they should have, and also help them unlock their own potential.

Passion

Level 5 leaders are obsessed with what they do. This means that for them the company is a family, and its goals are their meaning in life. Thanks to this, they are not at all afraid to make difficult decisions.

Such people show employees their love for the company and infect them with their example. It should be said that not all of your subordinates know how to motivate themselves, but if they see that you, as a leader, are charged with incredible energy, they themselves begin to work better.

Whatever level of leadership you are at, always strive for level five, because that is where you will be able to realize your full potential. We wish you good luck!