Takers are self-centred, cunning to the core. Their entire focus is on how to take things, benefits form others. Takers put their own interests ahead of others’ needs. They try to gain as much as possible from their interactions while contributing as little as they can in return.

Matchers like to preserve an equal balance of giving and taking. Their mindset is: “If you take from me, I’ll take from you. If you give to me, I’ll give to you.”

Givers provide support to others with no strings attached. They are ready to help others and contribute to others wellness. Givers give because they consider welfare of others.  

Azim Premji of Wipro has mentored many successful business leaders and supported many social entrepreneurs through his investments and guidance. Premji has also set an example for corporate citizenship and philanthropy in India and beyond. He has shown that business success and social good can go hand in hand. In 2001, the Azim Premji Foundation was established, a non-profit organisation that aims to work towards improving the quality of education in India. Over the years, Azim Premji has donated large portions of his wealth to the Foundation. Azim Premji is a Giver.

Adam M. Grant is an American popular science author, and professor at the Wharton School of the University of Pennsylvania specializing in organizational psychology. His book ‘Give and Take’ talks about a revolutionary approach to success, Adam Grant categorizes people into three types: givers, matchers, and takers. According to Grant the same definition mentioned above; givers proactively help others, matchers have a “you scratch my back, I’ll scratch yours” manner, and takers are the suck ups and backstabbers of the world.

The world would be a wonderful place if we would have a healthy surplus of givers. Grant writes about the advantages of adopting a giving approach in the workplace, and many of his suggestions and anecdotes can be applied to the library science field.

One does not automatically relate giving with success. Yet, giving can lead to greater success for oneself and others. According to Grant, extensive research reveals that people who give their time and knowledge regularly to help their colleagues earn more raises and promotions in a wide range of settings. Grant often appeals the symbol of a pie throughout the book: Givers increase the size of the pie and, therefore, can cut generous slices all around.

Ratan Tata is regarded as a successful industrialist of India; he is also well-acknowledged for his philanthropic contributions. There isn’t a single person in India who is not acquainted with his unique individuality, and many entrepreneurs not only draw inspirations from him but also look up to him as an example. Ratan Tata is also a Giver.

Givers are more successful as leaders because they help others around them grow. Leaders who give naturally see abundance and potential in those around them. They offer support and share knowledge generously.

Like Adam Grant, Jim Collins also speaks about successful leadership who are givers. Collins is an American researcher, author, speaker, and consultant focused on business management and company sustainability and growth. His model, Level Five Leadership represents a unique combination of executive capabilities, something that allows them to ensure their organizations become the best. Level one is the foundation position; at this level a leader relies on rules, regulations for taking any decision. Level two is called permission where the leader learns to function on the permission level; they merely comply with orders. At level three which is called production, either the leader is producing results for the organization and adding to its profits or is failing to do so. Many people never move up from Level 2 Permission to Level 3 Production. Why? They are incapable to produce results. When that is the case, it’s usually because they lack the self-discipline, they procrastinate, and they lack skills or not productive.

You find good leaders at Level 4 which is called ‘people development’.  At this level leaders invest their time, energy, focus and assessment into developing others around them as leaders. This can be a difficult shift for highly productive leaders who are often misunderstood because nobody likes to change, and constantly work, nobody likes putting in more hours. Developing others to become leaders requires lot of patience and courage.

It is rare to reach Level 5 which is called ‘Pinnacle’.  Pinnacle leadership focuses on building trust and respect, and challenging individuals to reach their highest potential. It focuses on building relationships, encouraging self-awareness, developing communication and problem-solving skills, and inspiring others to take ownership of their work. The individuals who reach Level 5 lead so very well constantly because of which they create a legacy in the organization they serve.

A legacy is the symbol of leaders who attempt to lead with a calling to a life-giving mission. Self-sacrifice and deep levels of service to others are necessary. They make the essential decisions, hire, and support the right people, guide daily efforts, and leave the organization or effort better off than when they assumed leadership responsibilities.

Narayan Murthy of Infosys is compassionate capitalist, management visionary, and dedicated moralist, Narayana Murthy placed India squarely on the global map of India’s IT dominance. He has been listed among the 12 greatest entrepreneurs of our time by Fortune magazine. He has been described as the “father of the Indian IT sector” by Time magazine and CNBC for his contribution to outsourcing in India. He is an example of Pinnacle leadership. 

Grant notes that most people are matchers, and matchers are people who want to see givers rise to the top and takers fail and get to desert. Today the business world, political world, NGOs, educational world, healthcare, agriculture, commerce, legal world every sphere of life requires GIVERS. Try to become a giver whichever walk of life you serve.

Level 5” refers to the highest level in a hierarchy of executive capabilities that we identify with. Leaders at the other four levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence.

Jim Collins is an American researcher, author, speaker and consultant focused on the subject of business management and company sustainability and growth. Companies that seek an enduring presence in the marketplace require extraordinary individuals to lead the way. Executives and managers who capably drive organizational success, researcher Jim Collins calls them as “Level 5” leaders. They represent a unique combination of executive capabilities, something that allows them to ensure their organizations become the best at what they do.

Individuals who wish to become good leaders must work on developing these skills and characteristics to become a Level 5 Leader: develop humility, ask for help, take responsibility, develop discipline, find the right people and lead with passion.

Collins’s discovery is based on a hierarchy of capabilities and traits discovered during his study.

Level 1: Position

This is the lowest level of leadership, which is at the entry level. People who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people.

Level 2: Permission

Making the shift from Position to Permission brings a person’s first real step into leadership. Leadership is about influencing, and when a leader learns to function on the permission level, everything changes. People do more than merely comply with orders. They actually start to follow. And they do so because they really want to. Why? Because the leader begins to influence people with relationship, not just position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. And that can change the entire working environment. The old saying is really true ‘people go along with leaders they get along with’.

Level 3: Production

Production qualifies and separates true leaders from people who merely occupy leadership positions. Good leaders always make things happen. They believe in results. They make a significant impact on an organization. Not only are they productive individually, but they also are able to help the team attain goals. No one can fake the Level 3. Either the leader is producing results for the organization and adding to its bottom line or is failing to do so. Some people never move up from Level 2 Permission to Level 3 Production. Why? They are incapable to produce results. When that is the case, it’s usually because they lack the self-discipline, work ethics, organization, or skills to be productive. However, if one desires to go to higher levels of leadership, he/she must simply learn to produce. There is no other way around it.

Level 4: People Development

Good leaders at Level 4 invest their time, energy, money, and thinking into growing others as leaders. How does this emphasis on people and people decisions translate into action? Leaders on the People Development level of leadership shift their focus from the production achieved by others to the development of their potential. And they put only 20 percent of their focus on their personal productivity while putting 80 percent of it on developing and leading others. This can be a difficult shift for highly productive people who are used to getting their hands dirty, but it’s a change that can revolutionize an organization and give it a much brighter future. Developing others to become leaders requires lot of patience and courage.

It is rare to reach Level 5. Not only is leadership at this level a finale of leading well on the other four levels, but it also requires both a high degree of skill and some amount of born leadership ability. It takes a lot to be able to develop other leaders; majority reach level 4; that’s what Level 5 leaders do. The individuals who reach Level 5 lead so well for so long that they create a legacy of theirs in the organization they serve.

Level 5: The Pinnacle

Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to the organizational success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

Level 5 Leadership connotes Honesty and Integrity, Commitment and Passion, Decision Making and Accountability. Over and above, a level 5 leader must be good communicators, creative and innovative, who delegates and empower and are Inspiring leaders. On all these criteria, Indian Prime Minister Narendra Modi stands out. For him, national interest is the only interest. This image got widespread acceptability during his stint of 12 years as Gujarat CM. This stood out against the backdrop of policy paralysis, corruption and vacuum of leadership which country experienced during 2004-14. Therefore, people love him.

Elon Musk is a visionary, and truly believes in every business venture he puts his mind into.  Because he has such a strong vision, he isn’t afraid to face obstacles others might find impossible to overcome. Musk is known for tackling obstacles head on. The projects he’s been involved in tackle almost every major industry and global problem, from automotive, to telecommunications, to energy. He truly personifies the level 5 leader!