A consistent tenant in Fortune's Global 500 top 10, Toyota is arguably one of the most successful companies in the world, showing a growth that has been remarkably steady for almost 80 years. While the book originally studied only American companies, this research will examine Good to Great's research methodology and definition of ' great ' in order to compare the framework to Toyota Motor Corporation. The resulting seven-component framework of Good to Great has brought the book both wild acclaim in management circles and heavy scrutiny in the research arena. Good to Great: Why Some Companies Make the Leap.Best-selling business bookGood to Great was published in 2001 as the result of an effort to understand what characteristics, if any, companies who experience an extended run of greatness have in common compared to companies who do not. The comparison CEOs often did just the opposite-they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.” When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. Level 5 leaders look out the window to attribute success to factors other than themselves.Level 5 leaders display a workmanlike diligence-more plow horse than show horse.

They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results.In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. Level 5 leaders display a compelling modesty, are self-effacing and understated.

Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure.They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves.

Level 5 leaders embody a paradoxical mix of personal humility and professional will.

“Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top.

“Every good-to-great company had Level 5 leadership during the pivotal transition years.

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