Darwin e. smith
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Publicado: 16 de mayo de 2011
Level 5 Leadership Analysis
Darwin E. Smith
Brenda Lee Morales
Keiser University
PhD in Leadership
Dr. RothMay 6, 2011
Level 5 Leadership Analyses – Darwin E. Smith
Darwin E. Smith place of birth was Garret, Illinois, on April 16, 1926. After responding to the call for duty during the WW II, back to USA and enrolled in Indiana University and then attended Harvard Law School. He earned a degree in 1957 from the University of Indiana and a Juries Doctor from the Harvard School of Law. In bothcases with distinction. (Barbosa, 1995)
Mr. Smith first experience as an attorney was at Sidley & Austin in Chicago in 1957. In 1958 he was hired as an attorney by the Legal Department of Kimberly-Clark and, after a year he was promoted as the company’s Chief Attorney. This accessible, gentle manners attorney, was a little doubtful the board had made the correct decision— a judgmentsupported by the fact that a Kimberly-Clark director, on a side conversation expressed to him that he didn’t have some of the requisites for the job. Regardless of that opinion he became the CEO, and remained CEO two decades! (Collins, 2001). He was appointed as VP of Law and Finances in 1962. He was promoted to Executive Vice President in 1969, President in 1970, and became President of the Board ofDirector and Executive Officer in 1971. Mr. Smith retired as CEO in 1991 and as President in 1992 (Collins, 2009).
Leadership Style
The Style of Leadership is the way and demeanor of giving guidance, executing plans, and inspiring an organization. The Leadership style exercised by Mr. Smith is Level 5 Leadership.
According Gross (2009) that is the characteristics of Leadership Stylelevel 5:
1) A relentless search for sustainable results: the difference between a level 5 leader and other leaders is that that level 5 leaders are focused in attaining sustainable results for their organizations. The leadership style level 5 has a long term vision and strives to create sustainable and long term positive changes.
2) A careful Succession Plan and program: level 5 leaders are moreinterested in the success of the organization than their personal achievements. They want to leave a legacy to an organization that is going to continue to growth. They have enough self confidence to surround themselves with very competent people (promote the right people to gain maximum benefit to the organization they belong).
3) Modesty: They possess and demonstrate sincere modesty. They aredetermined action prone and rely on inspirational principles and not in charisma to motivate the members of the organization.
4) Accept responsibility. They assume responsibility when things do not go according to expected. They do not blame others when things go astray. Also, rarely seek recognition when things come out good, rather ascribe the success to a series of factors.
5) Theyfunction from an organizational focus: The greatest satisfaction of a level 5 leader above all regular things the organization success. Their vision of a successful organization is a much higher priority as compare with their personal rewards; their greatest personal reward is the organization success.
In contrast with leadership styles more visible and celebrated, this is probably a quietperson and even humble in their behavior. They do not strive for visibility but people can sense their presences. Normally is a firm, stoic person, with a great deal of perseverance, courage and admirable persistence. It is like a light, it has an attraction effect in all without making a big fuss of it, and he or she is just there illuminating everything (Collins, 2009).
According Jim...
Darwin E. Smith
Brenda Lee Morales
Keiser University
PhD in Leadership
Dr. RothMay 6, 2011
Level 5 Leadership Analyses – Darwin E. Smith
Darwin E. Smith place of birth was Garret, Illinois, on April 16, 1926. After responding to the call for duty during the WW II, back to USA and enrolled in Indiana University and then attended Harvard Law School. He earned a degree in 1957 from the University of Indiana and a Juries Doctor from the Harvard School of Law. In bothcases with distinction. (Barbosa, 1995)
Mr. Smith first experience as an attorney was at Sidley & Austin in Chicago in 1957. In 1958 he was hired as an attorney by the Legal Department of Kimberly-Clark and, after a year he was promoted as the company’s Chief Attorney. This accessible, gentle manners attorney, was a little doubtful the board had made the correct decision— a judgmentsupported by the fact that a Kimberly-Clark director, on a side conversation expressed to him that he didn’t have some of the requisites for the job. Regardless of that opinion he became the CEO, and remained CEO two decades! (Collins, 2001). He was appointed as VP of Law and Finances in 1962. He was promoted to Executive Vice President in 1969, President in 1970, and became President of the Board ofDirector and Executive Officer in 1971. Mr. Smith retired as CEO in 1991 and as President in 1992 (Collins, 2009).
Leadership Style
The Style of Leadership is the way and demeanor of giving guidance, executing plans, and inspiring an organization. The Leadership style exercised by Mr. Smith is Level 5 Leadership.
According Gross (2009) that is the characteristics of Leadership Stylelevel 5:
1) A relentless search for sustainable results: the difference between a level 5 leader and other leaders is that that level 5 leaders are focused in attaining sustainable results for their organizations. The leadership style level 5 has a long term vision and strives to create sustainable and long term positive changes.
2) A careful Succession Plan and program: level 5 leaders are moreinterested in the success of the organization than their personal achievements. They want to leave a legacy to an organization that is going to continue to growth. They have enough self confidence to surround themselves with very competent people (promote the right people to gain maximum benefit to the organization they belong).
3) Modesty: They possess and demonstrate sincere modesty. They aredetermined action prone and rely on inspirational principles and not in charisma to motivate the members of the organization.
4) Accept responsibility. They assume responsibility when things do not go according to expected. They do not blame others when things go astray. Also, rarely seek recognition when things come out good, rather ascribe the success to a series of factors.
5) Theyfunction from an organizational focus: The greatest satisfaction of a level 5 leader above all regular things the organization success. Their vision of a successful organization is a much higher priority as compare with their personal rewards; their greatest personal reward is the organization success.
In contrast with leadership styles more visible and celebrated, this is probably a quietperson and even humble in their behavior. They do not strive for visibility but people can sense their presences. Normally is a firm, stoic person, with a great deal of perseverance, courage and admirable persistence. It is like a light, it has an attraction effect in all without making a big fuss of it, and he or she is just there illuminating everything (Collins, 2009).
According Jim...
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