About: Greatness is a research topic. Over the lifetime, 2699 publications have been published within this topic receiving 38788 citations.
Papers published on a yearly basis
01 Jan 1977
TL;DR: A classic work on leadership for business men and women, government leaders and all persons in positions of authority is as discussed by the authors, where the authors present a set of guidelines for men, women, and government leaders.
Abstract: A classic work on leadership for business men and women, government leaders and all persons in positions of authority.
TL;DR: Good is the enemy of great as mentioned in this paper, and good is the way to make good to be great (G2G) is the theory of good-to-great (G3G).
Abstract: The book consists of nine chapters explaining the concept of Good to Great. Starting from emphasizing that “good is the enemy of great”, Jim Collins provides great explanations as well as arguments of why his concept is very important for leaders who want to be successful in their efforts of building “enduring results” of their companies, organizations, or institutions. He in detail explains four principles underlining the framework of good to great. There are disciplined people (level 5 leadership and first who, then what concepts), disciplined thought (confront the brutal facts and the Hedgehog concepts), disciplined action (culture of discipline and the flywheel concepts), and building greatness to last (clock building, not the time telling and preserve the core/stimulate progress concepts). For further analysis of the Good to Great, I will shortly summarize the concept of how to make something good to be great explained in the book in the following section. I will also conclude this paper by commenting on the concept as my critique toward the theory of Good to Great.
01 Jan 2002
TL;DR: Good-to-great companies did not manage change, motivate people, or create alignment as mentioned in this paper, and good-to great companies had no name or program to signify their transformations, and they focused on what not to do and what to stop doing.
Abstract: • Good-to-great companies focused on what not to do and what to stop doing. • Technology had nothing to do with transformation from good to great. • Mergers and acquisitions played virtually no role in a transformation from good to great. • Good-to-great companies did not manage change, motivate people, or create alignment. • Good-to-great companies had no name or program to signify their transformations. • Good-to-great companies were not in great industries. Greatness is not a function of circumstance but a matter of conscious choice.
TL;DR: The first volume of Tocqueville's Democracy in America as discussed by the authors was published in 1835, and it remains one of the few invaluable books on that subject, despite the fact that it was written at a time when English travelers were frequently aware only of the vulgarity of American manners, and when some European visitors were most impressed with its picturesque qualities.
Abstract: “There are at the present time two great nations in the world, which started from different points, but seem to tend towards the same end. I allude to the Russians and the Americans. Both of them have grown up unnoticed; and while the attention of mankind was directed elsewhere, they have suddenly placed themselves in the front rank among the nations, and the world learned their existence and their greatness at almost the same time.All other nations seem to have nearly reached their natural limits, and they have only to maintain their power; but these are still in the act of growth.”So concludes the first volume of Alexis de Tocqueville's Democracy in America. Such a statement appearing in 1945 would, except perhaps for the view that the two countries “tend towards the same end,” be truistic. Even the journalists would understand and accept it. It appeared in 1835. To most Europeans of that day, the United States was a crude and bumptious little nation on the western fringes of the world, just as Russia was the half-Oriental, half-feudal state which was not so much a power as a vast expanse of inhospitable steppes. At a time when English travelers were frequently aware only of the vulgarity of American manners, and when some European visitors to this country were most impressed with its picturesque qualities, Tocqueville was much more concerned with the basic nature and with the future of the complex combination of laws, customs, and mores which were embraced within his inclusive conception of democracy. He came here, not to give slightly condescending lectures and to bolster his own feeling of superiority, but rather to observe and report on the operation of a principle of political and social organization. Partly because he had an inquiring mind and was willing to work hard at his self-imposed task, but largely because he was gifted with rare insight and was not prevented from seeing the trend of events by the surface happenings of his own time, his book on the nature of American institutions remains, after more than a century, one of the few invaluable books on that subject.
TL;DR: Author and leadership expert Jim Collins paints a compelling and counter-intuitive portrait of the skills and personality traits necessary for effective leadership: humility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves.
Abstract: Boards of directors typically believe that transforming a company from merely good to truly great requires a larger-than-life personality--an egocentric chief to lead the corporate charge. Think "Chainsaw" Al Dunlap or Lee Iacocca. In fact, that's not the case, says author and leadership expert Jim Collins. The essential ingredient for taking a company to greatness is having a "Level 5" leader at the helm--an executive in whom extreme personal humility blends paradoxically with intense professional will. Collins paints a compelling and counter-intuitive portrait of the skills and personality traits necessary for effective leadership. He identifies the characteristics common to Level 5 leaders: humility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Collins fleshes out his Level 5 theory by telling colorful tales about 11 such leaders from recent business history. He contrasts the turnaround successes of outwardly humble, even shy, executives like Gillette's Colman M. Mockler and Kimberly-Clark's Darwin E. Smith with those of larger-than-life business leaders like Dunlap and Iacocca, who courted personal celebrity. The jury is still out on how to cultivate Level 5 leaders and whether it's even possible to do so, Collins admits. Some leaders have the Level 5 seed within; some don't. But Collins suggests using the findings from his research to strive for Level 5--for instance, getting the right people on board and creating a culture of discipline. "Our own lives and all that we touch will be better for the effort," he concludes.