Dimon is also confident enough not to distance himself from talented people, as some CEOs do, Bove said.
"What you find among many CEOs is they tend not to create strong people around them because they don't want to be threatened," he said. "What you find among top-quality CEOs -- they build the top quality talent because they're not afraid of strong people around them."
Dimon has been known, more than once, to stop an employee in the elevator and grill them about what can be fixed, according to Patricia Crisafulli, author of the recently released "The House of Dimon: How JPMorgan's Jamie Dimon Rose to the Top of the Financial World."
But Dimon also knows when to back off, said Paul Marshall, a Harvard Business School professor who's had Dimon lecture at his classes.
"Once he finds a set of people who do what needs to be done, he moves way away and backs up," Marshall said. "You get in and get out -- he's good at that."
Still, Dimon has not avoided criticism. In particular, his spending has come under scrutiny: He ran up a $211,182 tab for private jet travel last year, when his family -- he is married with three daughters -- lived in Chicago and he was commuting to New York.
Last month, Dimon and JPMorgan Chase came under fire again when it was revealed that the bank planned to spend millions to build "the premiere corporate aircraft hangar on the eastern seaboard" in Westchester County, N.Y.
Some argue that Dimon is thriving during this crisis because operating in crisis mode is simply what the Harvard Business School grad does. He has been credited with engineering the turnaround of Bank One, the Chicago-based bank that Dimon led until it merged with JPMorgan in 2004.
His Bank One victory came several years after he was unceremoniously fired from Citigroup by one-time mentor and (now retired) Citigroup chief Sandy Weill.
Dimon's parents had been friends with Weill, and for two decades after business school Dimon followed the banking veteran, learning the business from him and working his way up the corporate ladder.
Dimon and Weill had put together major deals that undoubtedly gave Dimon good practice for the mergers he would later craft at JPMorgan.
But "it was pretty tough the last couple of years, that's life," Dimon would later explain in an interview with CNBC."... I describe it a little bit like a divorce. You know, sometimes two good people just can't seem to, you know, see eye-to-eye and it doesn't work well."
Dimon and Weill eventually made up. But that initial parting of ways with Weill wasn't the last of Dimon's stumbling blocks. Like other banks, JPMorgan has been criticized for accepting billions through TARP -- funds that Dimon has said the government forced his bank to take.
Bowing to public and political pressure, Dimon, like many of the CEOs whose companies were benefactors of the government bailout, agreed not to receive a bonus last year.
He has also urged an end to the "villification" of corporate America.
"If we act like a dysfunctional family and we don't finish these things and we're forever debating them, I think this will go on for several years," Dimon said at a conference hosted by the U.S. Chamber of Commerce in Washington, Bloomberg News reported. "It's completely up to us at this point."
ABC News' Scott Mayerowitz and Russell Goldman contributed to this story.