Level 5 leaders are a study in duality: modest and willful, shy and fearless. To grasp this concept, consider Abraham Lincoln, who never let his ego get in the way of his ambition to create an enduring great nation. Author Henry Adams called him“a quiet, peaceful, shy figure.” But those who thought Lincoln’s understated manner signaled weakness in the man found themselves terribly mistaken—to the scale of 250,000 Confederate and 360,000 Union lives, including Lincoln’s own. 

It might be a stretch to compare the 11 Level 5 CEOs in our research to Lincoln, but they did display the same kind of duality. Take Colman M. Mockler, CEO of Gillette from 1975 to 1991. Mockler, who faced down three takeover attempts, was a reserved, gracious man with a gentle, almost patrician manner. Despite epic battles with raiders—he took on Ronald Perelman twice and the former Coniston Partners once— he never lost his shy, courteous style. At the height of crisis, he maintained a calm business as-usual demeanor, dispensing first with ongoing business before turning to the takeover. 

Level 5 Executive
Builds enduring greatness through a paradoxical combination of personal humility plus professional will.

Level 4 Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards.

Level 3 Competent Manager
Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

Level 2 Contributing Team Member
Contributes to the achievement of group objectives; works effectively with others in a group setting.

Level 1 Highly Capable Individual
Makes productive contributions through talent, knowledge, skills, and good work habits.

The Level 5 leader sits on top of a hierarchy of capabilities and is, according to our research, a necessary requirement for transforming an organization from good to great. But what lies beneath? Four other layers, each one appropriate in its own right but none with the power of Level 5. Individuals do not need to proceed sequentially through each level of the hierarchy to reach the top, but to be a fully fledged Level 5 requires the capabilities of all the lower levels, plus the special characteristics of Level 5.

(From: Level 5 Leadership - HBR 2001)