Ever wondered what it takes to build a powerful and effective leadership style? How did famous personalities like Nelson Mandela, Jeffrey Gitomer, and Jack Welch shape their unique leadership styles? Want to discover the essence of leadership and its various levels, and learn actionable guidelines to transform into a relational leader? Ready to explore the journey of leadership from position to permission, from production to people development, and ultimately to the pinnacle of leadership? Dive in to find out more!

The 5 Levels of Leadership

Imagine stepping into your first leadership role—it's thrilling, right? That’s where it all begins, with Position. Think of it as your entry ticket to the leadership table. You’re given a title, like captain of a high school basketball team, and with it comes the recognition of your Leadership Potential. 

John Maxwell's high school coach once made him captain, not because of politics or seniority, but because he saw something in him—potential. He believed in his hardworking attitude and positive spirit. However, he also warned Maxwell that the title alone wouldn’t make his teammates follow him; he had to earn that.

This first level of leadership—Position—comes with some authority. You can call time-outs, speak to the team, and even huddle with referees. But remember, true influence isn’t handed over with a title; it’s something you must cultivate. For example, John Wooden, the legendary UCLA basketball coach, wouldn’t name a captain until he saw who naturally stepped up and deserved it.

A leadership position is also an Invitation to Grow. Maxwell's father’s favorite saying was, “To whoever much is given, much shall be required.” If you think the title makes you a leader, you’ll stagnate. Growth is essential. Maxwell often asks groups, “What’s the one thing you’d change to improve your organization?” Rarely does anyone say, “Me!” But that’s the key. Great leaders start by improving themselves, leading to better organizations.

When you’re new to a leadership role, you also get the chance to Define Your Leadership Style. This is the fun part—deciding what kind of leader you want to be. Frances Hesselbein, founding president of the Leader to Leader Institute, said it well: “Leadership is much less about what you do and much more about who you are.” Your style should reflect your inner character and values.

Speaking of values, they are the Soul of Your Leadership. Mark Twain illustrated this with a story about stealing a watermelon as a boy, returning it, and taking a ripe one instead. Your values shape your behavior and influence how you lead. Ethical values, relational values, and success values guide you and make you attractive to followers. A survey showed that leading by example and strong ethics ranked highest among desirable traits in a leader.

But leadership isn’t just about values and growth; it’s also about Practices. Herb Kelleher, former CEO of Southwest Airlines, learned from two successful yet very different trial lawyers that there are many paths to effective leadership. What systems will you put in place? How will you treat people? What will your work ethic be? These practices define your leadership.

However, relying solely on positional power can be misleading and even harmful. Like Maxwell in his first church leadership role, you might discover that real influence lies elsewhere. Positional Leaders often focus on control rather than contribution, leading to high turnover and disengagement. In such environments, you’ll find clock-watchers and just-enough employees—people who do the bare minimum because they’re uninspired.

Ultimately, True Leadership transcends position. It’s about inspiring and influencing others, not wielding power. As Dick Vermeil, a Super Bowl-winning coach, remarked, “If you don’t invest very much, then defeat doesn’t hurt very much and winning is not very exciting.” Leadership is about taking people somewhere, creating a journey worth following. So, step up, grow, define your style, and lead beyond the title. Your journey has just begun.

Are You Ready to Step Up and Lead Beyond Your Title?

To excel as a leader, you must move beyond relying on your title. Linda Sasser, a leadership expert, often tasks potential leaders with responsibilities before giving them formal titles. This helps them learn the essence of leadership—impacting others without positional authority.

Leadership is a privilege, not a right. Niccolò Machiavelli aptly remarked that it is men who honor titles, not the other way around. The 2008 presidential primaries exemplify this. Rudy Giuliani and Hillary Clinton, early favorites, lost momentum due to a sense of entitlement. In contrast, John McCain and Barack Obama worked tirelessly, earning their nominations through continuous effort. Good leaders never rest on their laurels; they keep pushing forward.

Effective leaders initiate contact with their teams. Socrates said, "Let him that would move the world, first move himself." This means leaving your comfort zone and engaging directly with your people. Leadership requires expanding your comfort zone and taking risks. By doing so, you grow and develop as a leader.

There are Three Laws of Leadership at the Position Level:
- Law of the Lid: Your leadership ability determines your effectiveness. If you think you’ve arrived because of your position, you limit your growth.
- Law of Process: Leadership develops daily, not in a day. Receiving a leadership position is just the start.
- Law of Navigation: Steering the ship is different from charting the course. Know your limitations and aim to learn.

Here are The Beliefs That Help a Leader Move Up to Level 2:
- Titles Are Not Enough: Titles are empty; it’s the work and impact that matter.
- People—Not Position—Are a Leader’s Most Valuable Asset: Focus on developing relationships, as people are the true power behind any organization.
- A Leader Doesn’t Need to Have All the Answers: Acknowledge gaps in your knowledge and collaborate to find solutions.
- A Good Leader Always Includes Others: Leadership is about collaboration and teamwork, not solitary decision-making.

Try These Ten Steps To Grow through Level 1:
1. Thank the People Who Invited You into Leadership: Show gratitude to those who believed in you.
2. Dedicate Yourself to Leadership Growth: Commit to continuous improvement.
3. Define Your Leadership: Clarify who you are, your values, and your leadership practices.

4. Shift from Position to Potential: Focus on your potential and the impact you can make.
5. Focus on the Vision: Align your work with the organization’s vision.
6. Shift from Rules to Relationships: Value people over procedures.
7. Initiate Contact with Your Team Members: Engage proactively with your team.

8. Don’t Mention Your Title or Position: Lead without relying on your title.
9. Learn to Say, “I Don’t Know”: Encourage collaborative problem-solving.
10. Find a Leadership Coach: Seek mentorship to guide your growth.

By embracing these principles, you can move from positional to permissional leadership, fostering a more effective and engaging leadership style.

Leading Beyond Titles: Principles of Effective Leadership and Growth

Leadership is all about influence. The journey truly begins at the Permission level, Second Level of Leadership, where leaders build relationships rather than rely on their position. When leaders function at this level, people follow because they want to, not because they have to. It’s a shift from ‘me’ to ‘we,’ creating a more enjoyable and energetic workplace. As Jeffrey Gitomer says, relationships trump price, delivery, quality, and service in sales—and the same goes for leadership.

Building relationships requires good communication. Jack Welch, former CEO of General Electric, emphasized that good leaders listen and talk, creating a vision that everyone buys into through open communication. True communication involves listening with your ears, eyes, heart, and giving undivided attention.

Nelson Mandela exemplified valuing people. He treated everyone, from his driver to dignitaries, with respect, making them feel important. This attitude transforms people into great performers.

Trust is the cornerstone of Permission. As Retired Admiral James Stockdale noted, people cling to those they trust in tough times. Building trust requires integrity and consistency. When people trust you, they feel safe to create, share, and take risks.

However, Permission leadership has its challenges. It might seem ‘soft’ to some and can be frustrating for high achievers who want quick results. Additionally, leaders can be taken advantage of if kindness is mistaken for weakness. But the biggest hurdle is that building relationships means dealing with the whole person, including their quirks and problems. It’s messy, but it’s the essence of human leadership.

Rick Warren’s words ring true: "The most essential quality for leadership is not perfection but credibility. People must be able to trust you." Leadership requires authenticity and openness, admitting mistakes and embracing flaws, not only in ourselves but in others too.

In short, moving to Level 2 in leadership means embracing relationships and valuing people. It’s about making the choice to care and becoming more likable. It’s messy, it requires vulnerability, but it builds a foundation of trust and community that fuels true leadership.

Second Level of Leadership - Can Building Relationships Revolutionize Your Leadership Style?

Imagine leading a team where everyone is not just productive but also genuinely happy to work with you. That's the essence of Level 2 leadership, where your primary goal is to win people’s permission to lead them through meaningful relationships.

To connect with others, you must first understand and like yourself. This is captured in the Mirror Principle from the book - "Winning With People." Begin with self-awareness—know your strengths and weaknesses, and accept feedback. 

Self-image is equally important; embrace who you are and what you can't change. Self-honesty and self-improvement are crucial too. As comedian Jack Paar said, "Looking back, my life seems like one big obstacle race, with me being the chief obstacle." Identify and overcome your own barriers. Lastly, take self-responsibility—real change starts with you.

Effective leaders use a personal touch. Herb Kelleher, founder of Southwest Airlines, emphasized that "leading an organization is as much about soul as it is about systems." Successful leadership involves understanding and connecting with people, listening and learning before leading. Always take people’s emotions and capacities into account.

The Golden Rule, “Treat others as you want others to treat you,” transcends cultures and religions, from Christianity to Yoruba proverbs. It fosters respect and a positive environment, turning team members into stakeholders rather than mere workers.

Everyone needs encouragement. Take a leaf from Chick-fil-A’s founder Truett Cathy: anyone who is breathing needs a pat on the back. C.S. Lewis encouraged J.R.R. Tolkien to complete "The Lord of the Rings" when he was discouraged. Your words can have a similar, profound impact.

Striking the right balance between care and candor is vital. Care without candor leads to dysfunctional relationships, while candor without care creates distant ones. Caring values the person; candor values their potential. 

Trust is the foundation of all relationships. Without it, you can't influence people effectively. As you gain trust, your influence grows. Remember, people buy into the leader first, then the vision.

While building relationships, also focus on achieving the vision together. This might require taking risks that could strain relationships but also strengthen them if successful. Howard Schultz of Starbucks said, "If people relate to the company they work for, they will pour their heart into making it better." Be that connecting link.

Try these ten steps to build better relationships as a Leader:
1. Adopt a Positive Attitude: Decide to like everyone you meet.
2. Know Yourself: Improve your self-awareness, image, honesty, responsibility, and commitment to self-improvement.
3. Understand Your Strengths: Know if you’re more task-oriented or people-oriented and strive for balance.
4. Value Your Team: Regularly express genuine appreciation.
5. Build Relationships: Get to know personal aspects of your team members.

6. Accept the Whole Person: Embrace all facets of your team members' lives.
7. Add Fun: Make the workplace enjoyable.
8. Give Full Attention: Listen actively and attentively.
9. Encourage Daily: Make a habit of positive reinforcement.
10. Balance Care and Candor: Use the caring candor checklist to ensure your feedback is constructive and kind.

By integrating these principles, you can transform into a relational leader who not only achieves goals but also fosters a supportive, enthusiastic, and highly productive team.

Unlocking Level 2 Leadership: Mastering the Art of Relational Leadership

Level 3 leadership, known as the Production level, is where true leaders separate themselves from the rest by making significant impacts and achieving results. Thomas Watson, founder of IBM, once remarked, “The outstanding leaders of every age are those who set up their own quotas and constantly exceed them.” This is the essence of a Level 3 leader—they’re self-motivated and highly productive, creating momentum and fostering a culture of success.

A standout story illustrates this: Epaminondas, a great Theban general, was demoted to the lowly job of collecting garbage. Instead of being humiliated, he said, “If the position will not reflect glory on me, I will reflect glory on the work.” Even in this menial role, his excellence shone through, a testament to his leadership.

Leaders like Epaminondas serve as examples, and their productivity sets the standard for others. This principle was echoed by Colin Powell, who emphasized that leaders must lead by example. Just as George Washington helped his soldiers lift a beam during the Revolutionary War, showing them what productivity looks like, Level 3 leaders model and clarify the vision for their team.

Leadership at this level also brings clarity and reality to the organization's vision. When people see tangible results, the vision becomes more compelling and achievable. For instance, during the American Revolutionary War, George Washington didn't just bark orders; he worked alongside his men, providing a clear example of what needed to be done.

Moreover, productivity solves many problems and builds morale. Thomas Carlyle noted, “Nothing builds self-esteem and self-confidence like accomplishment.” High morale often stems from high productivity, creating a positive feedback loop. However, leaders must remember that this requires constant attention and the ability to solve problems actively, rather than delegating them.

Take the story of General William Winder in the War of 1812, who, despite a numerical advantage, led his troops to defeat due to his incompetence. This underscores the importance of effective leadership at Level 3; poor leadership not only fails to solve problems but exacerbates them.

Momentum is another key benefit of Level 3 leadership. When an organization sustains high morale and productivity, it gains momentum, making every task easier. This is akin to swimming with the tide; progress is much faster and more efficient. Legendary football coach Paul “Bear” Bryant advised, “Worry about winning, because if you win, your enemies can’t hurt you, and if you lose, your friends can’t stand you.” Winning, or in this case, productivity, creates an unstoppable momentum.

Team-building is the foundation of Level 3 leadership. Successful teams attract people, but it’s the leader's job to mold them into a cohesive unit. Productivity and results attract talented individuals, but retaining and developing them into a team requires continual effort and leadership.

However, Level 3 leadership isn't without its challenges. The weight of responsibility increases, requiring leaders to make tough decisions. T. Boone Pickens emphasized this, saying, “Be willing to make decisions. That’s the most important quality in a good leader.” Leaders must be prepared to hold themselves to high standards, set tangible goals, and act decisively.

Can You Achieve Success with Level 3 Leadership Like IBM Founder Thomas Watson?

Follow these Five Steps For Maximizing Production in Leadership:

1. Leverage Your Personal Talents:
To thrive on the Production level of leadership, recognize how your unique abilities align with your organization’s vision. Reflect on your strengths and focus your growth in those areas. As Walt Disney advised, excel in your role so well that people return to see you do it again.

2. Cast a Clear Vision:
Vision casting is essential. Unclear communication leads to poor execution. As a leader, ensure your team sees the link between daily tasks and the overarching vision. Help them define success, commit to it, and celebrate small victories to inspire continuous effort.

3. Develop Your Team:
On Level 3, people start working together. Like John Wooden’s strategy of identifying each player’s optimal shooting spot, understand your team’s strengths and design roles that maximize their contributions. Celebrate each member’s successes to build morale and a sense of shared accomplishment.

4. Prioritize High-Return Activities:
Effective leaders focus on high-impact tasks by prioritizing. Jim Collins emphasizes the importance of "stop doing" lists. Use the Pareto Principle (80/20 rule) to identify tasks that yield the highest return. Aim to spend most of your time on high-impact activities, and help your team do the same.

5. Embrace Change:
Progress requires change, and leaders on Level 3 have the credibility to drive it. Find common ground in vision, values, relationships, attitudes, and communication to facilitate change. Momentum from early successes can make subsequent changes easier to implement.

6. Maintain a Results-Oriented Approach:
Good leaders stay focused on results. Henry Ford warned against complacency after success. Keep pushing and leverage momentum to achieve greater things. As Ford suggested, make your plans ambitious enough to remain focused on the journey rather than the applause.

By focusing on these strategies, you can effectively lead your team through the Production level, driving both personal and organizational success.

Maximizing Team Productivity: Pivotal Leadership Strategies from Walt Disney to Henry Ford

Effective leaders know that to reach the next level, they must evolve from being producers to developers of people. As Peter Drucker noted, the true measure of a leader's competence is reflected in their people decisions and their ability to foster growth in others. This is evident at Level 4 Leadership, where the focus shifts from personal productivity to nurturing potential in others.

Jim Blanchard's leadership at Synovus exemplifies this. Under his guidance, Synovus was named the best place to work in America by Fortune in 1999, largely because of its dedication to developing leaders. Blanchard believed in investing in people, a principle that transformed the company.

Robert Reich emphasized that the unique, irreplicable asset of any organization is its people, not its capital. Leaders like Ken Blanchard echo this sentiment, asserting that the true test of leadership is seen in what happens when the leader is not present. Leaders should create environments where people feel responsible and become capable leaders themselves.

Melinda Gates captured this dynamic early, stating in her valedictory address that success often comes from someone giving you a lift. Developing others is not just beneficial for the organization but deeply fulfilling for the leader. Howard Schultz of Starbucks articulated this well, describing the lasting euphoria of shared victories.

However, People Development is challenging. It requires maturity, skill, and a long-term commitment. Leaders must overcome self-centeredness, insecurity, and shortsightedness to truly invest in their people. As Zig Ziglar famously said, “If you will help others get what they want, they will help you get what you want.”

Insecure leaders, as Wayne Schmidt noted, sabotage themselves and others. They fail to trust and empower their team, hindering potential growth. Leaders like Jack Welch argue for a more liberating approach, where guiding and energizing the team takes precedence over control.

Ultimately, People Development empowers leaders to lead larger, freeing them to focus on strategic, high-impact activities. As Everett Shostrom and Harold Kushner have suggested, the greatest fulfillment comes from helping others grow and succeed. This approach, championed by leaders like Stephen Covey and Max Depree, ensures that an organization thrives even in a leader’s absence.

Fourth Level of Leadership - Can Embracing People Development Create a Legacy of Empowered Leaders?

Imagine trying to teach someone to cook by just handing them a cookbook. Without experience, it’s an uphill battle. The same goes for leadership. Only experienced leaders can truly cultivate new leaders. Here’s a roadmap to help you become a leader who develops other leaders, based on key principles and real-world anecdotes.

Step 1: Recruiting the Best People.
Recruiting is the cornerstone of leadership development. College football legend Bobby Bowden famously said, “If you get the best players and coach them soundly, you’re going to win.” It's critical to find people with potential and the right fit for your organization.

Take the story of Charlie Grimm, manager of the Chicago Cubs. When a scout found a pitcher who struck out every batter, Grimm humorously asked to sign the guy who fouled the ball. He knew exactly what his team needed. Similarly, know what traits you're looking for in potential leaders.

Use the Four Cs: Chemistry (do you like them?), Character (can you trust them?), Capacity (can they handle stress and tasks?), and Contribution (do they lift the team?). These criteria help identify true potential.

Step 2: Positioning the Right People.
Red Auerbach, the legendary coach of the Boston Celtics, didn’t just put the five best players on the court—he chose the five who worked best together. Like Auerbach, place people where they can excel. Jim Collins, in his book "Good to Great," emphasizes getting the right people in the right seats on the bus.

Step 3: Modeling Leadership.
Mahatma Gandhi once refused to tell a boy to stop eating sugar until he himself had stopped. This story underscores the importance of leading by example. Model authenticity, servanthood, growth, excellence, passion, and success. Your actions set the standard.

Step 4: Equipping Others.
Jack Benny humorously quit as honorary baseball manager when his player struck out after being told to hit a home run. Equipping isn’t just about telling people what to do; it’s about showing them how. Use a five-step process: do it yourself, demonstrate it, coach them through it, empower them, and finally, let them teach someone else.

Step 5: Developing Life Skills.
It’s not just about work; great leaders help others navigate life. Socrates believed leaders should help others develop their full potential. Assess their life skills, challenge them to grow, and support them through the process.

Step 6: Empowering Success.
Theodore Roosevelt said the best executives pick good people and refrain from meddling. Empower others by trusting, believing in, and holding them accountable. This creates motivated, independent leaders.

Step 7: Measuring Progress.
Evaluate how independently your team members can function. The goal is to reach a point where they can take actions without needing your input.

Develop a culture that champions, teaches, practices, coaches, and rewards leadership. Jim Blanchard of Synovus emphasized the importance of making leadership development a cultural priority.

Developing leaders is a lifelong endeavor, not just a job. Embrace the challenge, invest in people, and strive to create a leadership culture where everyone is encouraged to grow.

Roadmap to Success: Cultivating Leaders through Experience, Empowerment, and Lifelong Commitment

Reaching Level 5, the Pinnacle, is a rare and remarkable achievement in leadership. It signifies not only mastery of the prior four levels but also a natural flair for leadership. Pinnacle leaders, like Jack Welch at General Electric, create a legacy by developing other leaders to reach Level 4, ensuring the organization's long-term success. Their influence often extends beyond their industry, impacting society at large.

One notable example is journalist Walter Lippmann's insight: "The final test of a leader is that he leaves behind him in other men the convictions and the will to carry on." Pinnacle leaders are measured by the leaders they develop, not just their own success. Larry Bossidy, former CEO of AlliedSignal, emphasized this by asking, "How am I doing as a leader? The answer is how the people you lead are doing."

The Pinnacle also provides a broader platform for leadership. Leaders like Nelson Mandela and Jack Welch have influence far beyond their original domains. This extended influence comes with the responsibility to serve others, as Albert Einstein eloquently noted: "Man is here for the sake of other men."

However, Pinnacle leadership has its downsides. Leaders may fall into the trap of thinking they’ve "arrived" and become complacent or lose focus due to the numerous opportunities and distractions, as seen with Lee Iacocca at Chrysler.

In the end, reaching the Pinnacle is about constant learning, humility, and dedication to developing others. Leaders must remember that what got them to this level won't keep them there. They need to stay focused, humble, and hardworking to maintain their position and continue making a positive impact.

Can You Reach Level 5: The Pinnacle of Leadership Like Jack Welch and Nelson Mandela?

Imagine you’re a Level 5 leader, at the pinnacle of your leadership journey. This level isn’t just about you; it’s about the lasting impact you make on others. Leadership is about creating more leaders, not just followers. Let’s dive into how you can harness your influence to do something greater than yourself.

1. Make Room for Others at the Top:
A powerful leader doesn’t just accumulate followers; they cultivate other leaders. It might seem counterintuitive, but by developing leaders who develop more leaders, you expand the entire organization’s potential. This creates a cycle of positive change, increasing the need for more leaders as the organization grows.

2. Continually Mentor Potential Leaders:
Take a cue from Jack Welch, former CEO of General Electric. He categorized potential successors into three groups: inside track, potential, and long shots. Interestingly, his eventual successor came from the long-shot category. This underscores the importance of mentoring everyone, as you never know who will rise to the occasion.

3. Create an Inner Circle to Keep You Grounded:
Your inner circle should not only elevate you but also keep you grounded. Jim Collins, in "How the Mighty Fall," warns about the erosion of healthy team dynamics. A solid inner circle can prevent this by offering honest feedback, ensuring you don’t believe your own hype.

4. Do Things Only Level 5 Leaders Can Do:
Your unique position allows you to see and do things others can’t. Whether it’s creating groundbreaking products or championing causes, leverage your influence for the greater good. This isn’t just about organizational success; it’s about making a broader impact on your community and beyond.

5. Plan for Your Succession:
Peter Drucker once asked, “Who is going to replace you?” This question should always be on your mind. Leaving a successor is the last great gift you can give your organization. Plan your succession so that the baton is passed smoothly while you’re still at your peak, ensuring the organization’s momentum doesn’t falter.

6. Leave a Positive Legacy:
Billy Graham once said the most surprising thing about life is its brevity. As a leader, think about the legacy you want to leave behind. It’s not just about your achievements; it’s about the lasting positive impact you make. Your daily actions, over time, become your legacy.

Leaders are shaped by pivotal experiences. These “crucible moments” can be anything from overcoming adversity to seizing unexpected opportunities. Use your own experiences to guide and inspire the next generation of leaders. For instance, the philosopher Socrates mentored Plato, who then mentored Aristotle, who in turn taught Alexander the Great. Each leader’s impact rippled through history, proving that one can indeed be a great many.

Level 5 Leadership: How to Cultivate Leaders and Leave a Lasting Legacy

Achieving Pinnacle-level leadership is an honor that comes with great responsibility. Here are some key guidelines to help you continue growing and nurturing other leaders:

1. Remain Humble and Teachable: 
   - Write a daily credo for learning.
   - Seek mentorship from leaders ahead of you.
   - Engage in a challenging hobby to stay grounded.

2. Maintain Your Core Focus: 
   - Identify your primary strength and create a plan to leverage it.

3. Create the Right Inner Circle:
   - Build a team that loves you unconditionally, complements your weaknesses, and keeps you grounded.
   - Ensure they grow, fulfill responsibilities, and add value.

4. Do What Only You Can Do: 
   - Identify and prioritize tasks that only you can accomplish for your organization.

5. Create a Supercharged Leadership Development Environment: 
   - Promote leadership development at all levels and make it a core responsibility.

6. Create Room at the Top: 
   - Ensure openings for talented leaders by offering challenges and new initiatives.

7. Develop Your Top Leaders: 
   - Mentor the best potential leaders and use crucial moments for their growth.

8. Plan Your Succession: 
   - Identify and prepare potential successors.

9. Plan Your Legacy: 
   - Decide the impact you want to leave and work towards it.

10. Use Your Leadership Success as a Platform for Something Greater: 
   - Leverage your influence to contribute to broader causes.

Coach John Wooden is a quintessential Level 5 leader. Known for his remarkable coaching career at UCLA, Wooden's teams won 10 NCAA titles in 12 seasons, establishing him as a legendary figure in basketball. His integrity, respect, and kindness were palpable, providing wisdom rooted in lived principles.

Coach Wooden exemplifies the principles of Level 5 leadership, showing that true success lies in character, relationships, and the growth of others. His life teaches lasting leadership lessons, inspiring us all to strive for similar greatness.

Can You Emulate Coach John Wooden’s Level 5 Leadership Success?

Stepping into a leadership role is thrilling, but it's just the start. Recognize that true leadership isn't about the title you hold but the potential you cultivate. Hence, leaders should focus on personal growth and define their unique leadership style that reflects their core values. Ethical, relational, and success values shape your leadership behavior and make you attractive to followers. It's crucial to remember that leadership isn't just about values and growth, but also about practices. 

This first level of leadership—Position—comes with some authority. But leadership is about influencing and inspiring others, not wielding power. To excel as a leader, one must move beyond relying on their title. Leadership is a privilege, not a right, and good leaders never rest on their laurels; they keep pushing forward.

Effective leaders initiate contact with their teams and understand that leadership develops daily, not in a day. They acknowledge that they don't have all the answers and therefore, value teamwork and collaboration. 

At the second level of leadership, leaders build relationships rather than rely on their position. Building relationships require good communication and building trust. However, it's essential to strike the right balance between care and candor in relationships. 

At the third level of leadership, leaders separate themselves from the rest by making significant impacts and achieving results. They model and clarify the vision for their team and foster a culture of success. 

Moving to the fourth level, leaders evolve from being producers to developers of people. They focus on nurturing potential in others, which requires maturity, skill, and a long-term commitment. 

Finally, reaching the pinnacle of leadership signifies the leader's mastery and their natural flair for leadership. Pinnacle leaders create a legacy by developing other leaders, ensuring the organization's long-term success. Their influence often extends beyond their industry, impacting society at large. However, they must remain humble and teachable, maintain their core focus, and plan for their succession to continue making a positive impact.

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