SYNOPSIS:

Executive summary Life history of . The nature and importance of leadership We have applied the following concepts: Leadership traits Leadership roles General Personality Traits Task Related Personality Traits Leadership Motives Cognitive aspects and Leadership Leader‘s qualities Leadership skills Charismatic leadership Personalized charismatic leadership Transformational leadership Autocratic leadership Leadership behaviors Power & politics Team leader Entrepreneurial skills of Steve jobs. In conclusion we conclude the study according to our opinion.

Steve Jobs, Apple Computers founder and CEO, Creator, Inventor, Visionary and a great LEADER & human being has left us all. Due to his innovative ideas we are able to have modern technology in the form of Apple products. Father of technology, he will surely be missed.

Steven Paul Jobs (born February 24, 1955) is an American business tycoon and inventor. He is the co-founder and chief executive officer of Apple Inc... Jobs also previously served as chief executive of Animation Studios; he became a member of the board of The Walt Disney Company in 2006, following the acquisition of Pixar by Disney. He was credited in the 1995 movie Toy Story as an executive producer. Which eventually became one of the most successful studios after creating beloved animated films such as Toy Story, A Bug‘s Life, Monsters Inc., Finding Nemo, The Incredible, Cars and Ratatouille.

Father: Paul Jobs (adoptive father, machinist, b. 1931) Mother: Clara Hagopian (adoptive mother, accountant) Father: Abdulfattah Jandali (biological father) Mother: Joanne Carole Schieble (biological mother) Sister: (biological, b. 14-Jun-1957) Daughter: Lisa Nicole (namesake of the Apple Lisa, b. 17-Jun- 1978) Wife: Laurene Powell (m. 18-Mar-1991) HIS TRACES IN THE HISTORY:

As I mentioned above Steve Paul Jobs was born on February 24, 1955, to Joanne Simpson and Abdulfattah Jandali in San Francisco, USA. Soon after the birth, he was rejected to be adopted by his parents. Later he was adopted by the family of Paul Jobs and Clara Jobs in California, USA. He was always a sharp, an intelligent and innovative thinker. Besides that he was not a very shining student and his whole schooling life was filled with defective outcomes.

After he was enrolled to high school, Jobs spent his free time at HP (Hewlett-Packard). It was there that he befriended with , who was a brilliant computer engineer. His whole study life was directionless but things started to take shape when in 1974 he cropped up as a video game designer in Atari. But again, many months later he left Atari in order to travel India to find spiritual

explanation. To say that these were the ‗Dark Ages‘ of Steve‘s life. APPLE IS MADE:

In 1976 Jobs and Wozniak started Apple Computers in Jobs‘ garage, and they funded their entrepreneurial projects after Jobs sold his Volkswagen bus and Wozniak sold his beloved scientific calculator. The legacy was about to be made in upcoming years.

The two creators created revolutionized the computer industry after making smaller, cheaper, and efficient computers (Apple-I) which earned them $774,000 the very first year. Only three years later with the advent of Apple-II computers their sale rose to 139 million dollars. It made Apple a well credited trading company in America. To help boost the sales of company and to fill the role

of Apple‘s President Steve Jobs looked to marketing expert John Scully of Pepsi-Cola. At Apple‘s annual shareholders meeting on January 24, 1984, emotional Jobs introduced the (MAC) to a wildly enthusiastic audience. The MAC became the first commercially successful small computer with a graphical (GUI).

An industry wide sales slump in end of 1984 caused a disruption in Jobs‘ and Scully‘s relationship with each other, and at the end of May 1985 following an internal power struggle and an announcement of significant layoffs because of disappointing sales at the time Scully asked Jobs to quit his duties as the head of the MAC division

NeXT:

After leaving Apple, Steve Jobs went on to find a new hardware and software company called NeXT Inc. with $7 million in 1985. A year later, Jobs was running out of capital and with no product on the horizon, he appealed for venture capital. Eventually, he attracted the attention of billionaire Ross Perot who invested heavily in the company. The company reported its first profit of $1.03 million in 1994.

Jobs purchased an animation company from George Lucas, which later became Pixar Animation Studios. Believing in Pixar‘s potential, Jobs invested $50 million of his own money into the company. And the company really did well as to the expectations of Jobs. The studio merged with Walt Disney in 2006, making Steve Jobs Disney‘s largest shareholder. BACK TO APPLE

Steve Jobs is credited with invigorating the company in the 1990s with altered stock options, new management team, and a self- imposed annual salary of $1 a year. Jobs put Apple back on track. His ingenious products such as the iMac, iPhone, iPad caught the

attention of consumers once again. Jobs always longed to see Apple and its products at the forefront of the information technology industry by foreseeing and setting trends, at least in innovation and style. Once in a speech at the Macworld Conference and Expo in January 2007 he said by quoting ice hockey legend Wayne Gretzky: There‘s an old Wayne Gretzky quote that I love. ‗I skate to where the puck is going to be, not where it has been‘. And we‘ve always tried to do that at Apple. Since the very beginning and we always will, Jobs said.

HEALTH:

In 2003, Jobs came to know he had a neuron-endocrine tumor, a rare but operable form of pancreatic cancer. For nine months Jobs deferred his surgery, making Apple‘s board of directors nervous. Apple‘s executives feared that shareholders would pull their stocks if the word of their CEO‘s illness spreads. In 2004, he had a successful surgery to remove the pancreatic tumor. True to form, in consequent years Jobs once again disclosed the disorders about his health. On October 5, 2011, the visionary Steve Jobs left us. At the time of his death, he was 56 years of age.

Pancreatic Cancer

In 2003, Jobs discovered he had a neuron-endocrine tumor, a rare but operable form of pancreatic cancer. Instead of immediately opting for surgery, Jobs chose to alter his pescovegetarian diet while weighing Eastern treatment options. For nine months Jobs postponed surgery, making Apple's board of directors nervous. Executives feared that shareholders would pull their stocks if word got out that their CEO was ill. But in the end, Job's confidentiality took precedence over shareholder disclosure. In 2004, he had a successful surgery to remove the pancreatic tumor. True to form, in subsequent years Jobs disclosed little about his health. BIG QUESTION:

Apple without Jobs, how things will unfold for the company in the successive years? Either the shares will drop in the market and Apple will suffer, or it will get a great boost in the market due the sympathies people goanna have for Steve Jobs?

―Innovation distinguishes between a leader and a follower‖,

“I mean, some people say, ‘Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.’ And, you know, I think it wouldn’t be a party, but there are really capable people at Apple. My job is to make the whole executive team good enough to be successors, so that’s what I try to do.”

(Steve Jobs) THE NATURE AND IMPORTANCE OF LEADERSHIP

Few things are more important to human activity than leadership. Successful leadership helps our nation through times of danger. It makes a business

organization successful. It enables a not-for-profit organization to fulfill its mission. The effective leadership of parents enables children to grow strong and healthy and become productive adults.

The absence of leadership is equally dramatic in its effects. Without leadership, organizations move too slowly, stagnate, and lose their way. Much of the literature about organizations stresses decision-making and implies that if decision-making is timely, complete, and correct, then things will go well. Yet a decision by itself changes nothing. After a decision is made, an organization faces the problem of implementation how to get things done in a timely and effective way.

Problems of implementation are really issues about how leaders influence behavior, change the course of events, and overcome resistance. Leadership is crucial in implementing decisions successfully. Each of us recognizes the importance of leadership when we vote for our political leaders. We realize that it matters who is in office, so we participate in a contest, an election, to choose the best candidate. Investors recognize the importance of business leadership when they say that a good leader can make a success of a weak business plan, but that a poor leader can ruin even the best plan.

LEADERSHIP ROLES

Figurehead: Steve Jobs is the visionary figurehead who turned a second-tier computer manufacturer into one of the most recognizable and well-loved brands in the world. His presentations and product unveilings at the annual Macworld events caused hysteria among his audience that wouldn‘t have looked out of place at a rock concert. Spokesperson: Spokespersons for the establishment will try to fit him into old molds trying to confine his spirit within the usual terms: Vision. Innovation, Communication, Inspiration. There was all that, for sure, but that alone does not quite capture him. We haven‘t lost the best CEO of his generation. Team player Jobs had ability to connect with his team members directly impacts their level of engagement. Jobs were more engaged in his team is, the better the results. Team builder

‖Let‘s make a dent in the universe.‖ Steve Jobs

Entrepreneur

Steve Jobs was the essential role model for a generation of digital entrepreneurs, proving that it‘s possible to be the CEO of the biggest company on earth and a true pioneer at the same time.

LEADERSHIP TRAITS

Inspirational: Steve Jobs has extraordinary following among both the stock holders and the consumers, particularly because of his ―‖ message and ability to constantly surprise and deliver on his vision.

Relationship: CEO that uses to dress in jeans and T-shirt instead of corporate clothing delicately removes the perception of being at higher level than the audience. He once advised Bob Lger, CEO Disney to build the stores close enough so that he can visit often, message it and learn from it. His contact with customers enhances his judgment about what the customers may like or dislike.

Communication: He convey his key remarks that are very well written and prepared, his speech clears the necessary highlight message effectively. His personal value to apple is so massive that financial markets bet on whether he will personally launch the new product or not.

Credibility: He is famous to be reserved and does not give too many interviews or public appearances; this strategy however adds to an aspect of surprise and interest but also provides him the necessary integrity. People know from his past that he delivers on his promise and does not create a false smoke screen of disturbance and dishonesty. In the backdating gossip that involved the former CFO, he apologized and called it ―completely out of character for apple‖.

GENERAL PERSONALITY TRAITS OF

STEVEN JOBS

Self-confidence: Steve Jobs has a strong self-confidence in his ability to solve problems and make decisions. Owing to his high controlling power, Steve Jobs possess the ability to remake a big, dysfunctional corporation into a tight, disciplined ship that accomplished tasks on his demanding schedules (Leander 2008). Self-confidence differentiates between effective and ineffective managers (Yukl 2006). Humility: Exceptionally low. (The documentary ―The triumph of the nerds‖ can be used for reference. This documentary has Jobs talk about some of his less successful episodes, blaming others for the losses.) Trustworthiness: Most likely low, if the mentioned privacy he reveals in dealing with the world outside the company is in any way a indication of how he deals with flow of information within the company (which is likely, since many projects remain incredible enough, secret until they are unveiled, like exemplified in the recent introduction of the iPad).

Authenticity: True authenticity is based on self-reflection, which requires a level of humbleness we can carefully suppose from the already analyzed not to be found in Jobs.

Extraversion: His self-confidence may at first be misguided for extraversion; however, extraversion in a socially interested way becomes visible not to be extractable from the above breakdown.

Assertiveness: The portrayal of how he runs meetings and the hostility with which he motivates his employees speaks for a high level of assertiveness. Steve Jobs encouraged his workers to the heights of immoral tremendous work conditions by working nights and weekends for fifteen repeated months in order to meet a deadline (Angelelli 1994). He comes up with more forceful visions (Morris & Levin stein 2008) and he is a perfectionist who thrusts his staff to create graceful, iconic products (Burrows 2009).

Enthusiasm:

His verbal communication and his entrepreneurial behavior point out a large degree of passion. In all speeches delivered by Steve Jobs during Apple product launches, he instills the pleasure about the new product to his listeners.

Sense of humor: He never revealed it, in case he posses it. In steve, humor and humility seem to go hand in hand. They're like a counterbalance for self-confidence, something that keeps their feet on the ground and their egos in check.

Emotional stability: Steve Jobs had low down emotional stability. The hard facts supporting this view can be seen from his reputation in the organisation is a fear inspirational taskmaster whom screamed at his workers and randomly fired those unlucky ones.

TASK-RELATED PERSONALITY TRAITS

Steve Jobs has established to be a task-oriented leader who tends to focal point more on his task an organization performance. Passion Job was a micro manager and overcome a high degree of passion for his work. He shares his enthusiasm with his staff by providing vision that will become realism, inspired his people, guided and developed his team, and made many key decisions (Leander 2008). His passion was so strong that even those associates who had been yelled by him appreciated his passion because they could see the effect of his work. Simon and Young 2005, remarked Steve captured the spirit of his groups and dictates that though working long hours at work, they shared one common trait, that is, to build a wonderful computers that surprised the world. He elected people with connected goals and challenged them to complete the responsibilities by thinking different (Stross 1993). The effort that they put in is more than the amount they earn and following their occupation pathway. (Simon & Young (2005) Locus of control Internal locus of control is appropriate to Steve Jobs because people with internal locus of control consider that their personal actions directly affect the outcome of an event. In this case, they are most likely to try to find the role of a leader due to the fact that they believe mainly in their capability to take charge (Dubrin, Dalglish & Miller 2006). Leaders with an internal locus of control take accountability for events and are risk takers for the performance of their organizations (Yukl 2006). Prior to Jobs‘ return to Apple, the organization was in an off-hand atmosphere with

employee‘s exposure late and knocking off early. After taking over, he prohibited all aspects in the day-to-day operations of Apple (Leander 2008). Emotional intelligence Steve Jobs does not pay attention to people‘s feelings, what he only listen is their ideas (Angelelli 1994). We can figure out from this statement that he is deficient in his emotional intelligence. The ideas the employees put forward to Steve have to be difficult as he will force them to stick to the ideas and often raised their blood pressure to test if they know the facts and have strong arguments (Leander 2008). He is also deficient of empathy towards his employees. He struggles for excellence persistently and those whom failed to meet his demands resulted in swallowing his verbal attacks (Angelelli 1994).

Courage: In today's business world, one of the best examples of a courageous leader is Steve Jobs of Apple. He encourages debate, dialogue and disagreements. He uses passion to drive perseverance because he knows that only by sticking to the tasks at hand, will things truly get done. Initiative: Without a doubt, there is something quite amazing about steve job is unabashedly passionate about his work. LEADERSHIP MOTIVES

Power Motives: In asking ―why‖ someone strives for power, Dubrin give details about two major motives, the personalized and the socialized power motive. In Jobs‘ case neither seems to fit entirely. The personalized power motive would involve the determined for status, money and luxury, something that is hard to pin on Jobs. Socialized power motives on the other hand would require the use of power for the greater good, or to help others. We may leave the description of his motives to himself, by quoting his words: ―Your time is limited, so don‘t waste it living someone else‘s life. Don‘t be trapped by dogma. Which is living with the results of other people‘s thinking? Don‘t let the noise of others‘ opinions drown out your own inner voice; and the most important, have the courage to follow your heart and perception. They somehow already know what you truly want to become. Everything else is secondary‖.

Jobs motives appear selfish, but without the characteristic requirements of the personalized power motive. It would maybe fair to assume that power is not his dynamic force, at least, when we trust his own words, but rather that for him, power is something that is a necessity for what really drives him: achievement in itself.

Tenacity Leaders can overcome barriers better (Dubrin, Dalglish & Miller 2006). This is referred to being persistent. Even though there were immense numbers of mobile phone models catered to suit the needs of the energetic consumer market, Steve Jobs stood on his solid grounds to launch an iPhone (Burrows 2009).

Strong work ethic / Drive and achievement motive: He always exhibits great aspiration to build a global media domain and has high drive and work hard to achieve his goal. His strong work ethics can be seen from him working 90 hours a week and still loving it. He displays high levels of passion and vigour for his work. High energy leaders always have resilience and bear stress well. They deal with and do not accept setbacks (Lussier & Achua 2007).

After being frightened out from Apple, Steve Jobs tried to do it all over again with a new company, NeXT and planned to build the generation of personal computers that are superior to Apple. On the divergent, he failed to do so. He continued and dealt with his failure. He closes his hardware splitting up and curved his attention to the software development (Angelelli, 1994). This trait appears to be consistently linked with leader emergence and effectiveness.

COGNITIVE FACTORS AND LEADERSHIP

Openness to experience As we know, Leaders usually have above-average intelligence as Jobs does. Intelligence refers to cognitive capability to think crucially, to solve problems, and to make decisions (Lussier & Achua, 2007). When Jobs returned to Apple in 1997, Apple was hemorrhage money. Within a year of Jobs as provisional CEO, he reduced the product lines and cut the wholesale cost, and Apple was back to creating profit. This example clearly shows that Jobs is intelligent because he is able to solve problems in a short period of time. Openness to experience is characterized by intelligence and uniqueness (Judge et al. 1999) Insight into people and situations Steve Jobs has the close by into his people and situation. A leader, who has insight of his people, understands that they are the important attribute of the leaders. The leader will make careful estimation of the member‘s strength and weakness to select the suitable members for key assignments. This in turn helps the leader to judge the situation and adapt his leadership approach for that reason (Dubrin, Dalglish & Miller 2006). Steve Jobs knew what he wanted at the time he

returned to save Apple he kept the talents to help him with key assignments such as Mac project and used his leadership style to influence these talents (Leander 2008). Intelligence: Intelligence refers to cognitive potential to think significantly, to solve problems, and to make decisions. As we also mentioned above that, When Jobs returned to Apple in 1997, Apple was hemorrhage money. Within a year of Jobs as provisional CEO, he reduced the product lines and cut the wholesale cost, and Apple was back to creating profit. This example clearly shows that Jobs is intelligent because he is able to solve problems in a short period of time. Creativity:

―Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn‘t really do it, they just saw something. It seemed obvious to them after a while. That‘s because they were able to connect experiences they‘ve had and synthesize new things. And the reason they were able to do that was that they‘ve had more experiences or they have thought more about their experiences than other people. Unfortunately, that‘s too rare a commodity. A lot of people in our industry haven‘t had very diverse experiences. So they don‘t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one understands of the human experience, the better design we will have.‖ – Steve Jobs, Wired, February, 1995

LEADERSHIP QUALITIES

Knowing his unusual way of management here are three leadership qualities that made us to be pleased about Steve Jobs apart from of his self-centred way of managing Apple as a business.

VISION: Jobs early life experiences as a Zen Buddhist with a strong belief in the power of inspiring simplicity contributed greatly to his understanding of himself as an artist and later shaped his positioning of Apple as a company at the connection of technology and humanity. His vision for Apple was to expand products whose straightforward user interface and elegant design would pleasure users of all ages. He witnessed how companies such as were able to control the software market by developing and consequently licensing their operational system to run on multiple 3rd party platforms. Jobs was strongly against that approach. He hunted end-to-end control over the user experience. which he achieved by limiting his software to run on Apple

products and retaining full control over user understanding both in terms of hardware and software. Jobs not only believed in his vision but truly lived it through his actions he is one of those leaders those have no difference in his walk and talk: ―the way he build his team at Apple, the way he chose his business partners, the way he advertised his company‖ heck, even the way he dressed and conducted himself at business meetings. There was no going half way. The way Jobs stood by his vision motivated his employees and commanded great respect from his business partners and even his competitors. We need more leaders able to develop a clear vision and stand by it the way Jobs did.

FOCUS & DETERMINATION ―Pretend to be completely in control and people will assume that you are.‖ – Nolan Bushnell who founded Atari, Inc. Once Steve had his vision he was able to clean out disturbances to make the path to success perfectly clear. When he took over Apple in 1997 and the company was on the edge of financial failure he knew to eradicate all but a handful of key products & projects that matched his vision. That freed up resources and funds for Apple to stay alive and turn its finances around.

The book makes it noticeable that Jobs did not tolerate ―velvety (soft)‖ leaders that were anxious to be rude to others. He was straight and unfiltered which took some getting used to. He blamed President Obama‘s unwillingness to upset others as his greatest flaws. He was equally direct and unfiltered with his top hires as he was with rank and file Apple employees. Being a very strong man (at early age he thought himself how to stare at someone without blinking) he demanded nothing but full loyalty from his employees that he hand-selected and well thought-out his A-team. While his determination was extensively considered extreme and even nicknamed Steve‘s ―‖ most of his employees were willing to put up with it because he made them believe in things they never thought were possible and most importantly he helped them achieved the impossible.

PASSION FOR GREAT USER EXPERIENCE ―Some people say, ‗Give the customers what they want.‘ But that‘s not my approach. Our job is to figure out what they‘re going to want before they do. I think Henry Ford once said, ―If I‘d asked customers what they wanted, they would have told me, ‗A faster horse!‖ People don‘t know what they want until you show it to them. – Steve Jobs

Steve Jobs did not request users into his design studios. He never relied on market research and never crowd-sourced the ideation process. Instead, Jobs bounded himself with top designers (incl. Pixar‘s John Lasseter and Apple‘s ) who appreciated his modest aesthetics and followed his design simplicity. He and his team relied on themselves and their gut feeling to develop products that users did not even realize they needed such as iPod or iPhone.

―My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary.‖– Steve Jobs

Steve Jobs believed he created a company with ―a deep current of humanity in [their] innovation‖ where ―simplicity was the ultimate superiority‖ and where great engineers similarly to great artists had a deep wish to express themselves. Because of Apple‘s out-of-the box design approaches Steve was able to change entire industries: the music industry with iPod (1000 songs in your pocket) and iTunes that included pay-per-song music selling, the phone industry with iTunes store with 3rd party apps, the retail industry with Apple stores and finally the publishing industry with iPad. Was it easy? Not at all. The book describes in great details the struggles Jobs went through to encourage the music industry to break records into individual songs and to agree to sell them for 99 cents. There were other projects ready to be worked on including Job‘s desire to re-shape the textbook industry by offering electronic versions of textbooks that were more interactive, easy to update and ultimately less expensive to purchase. Unfortunately he ran out of time to complete that project.

LEADERSHIP SKILLS Conceptual skills: Jobs is without a hesitation gifted in conceptual skills, while usual CEOs are focused on the product, its functionality, cost and market he gave equivalent focus on the visual and aesthetic look of the products, something that differentiates apple products with the rest.

CHARISMATIC LEADERSHIP

Steve Jobs is renowned for his ability to give speeches and charisma the audience. He is able to captivate his employees and audience with the ability of an evangelist. In this respect we can observe that he posses the charismatic abilities

that Dubrin demands by communicating his ideas using metaphors (images, descriptions, smiles) and analogies and storytelling. Interestingly, when presenting the new Apple product ―iPad‖ he would sit down on a couch as some of us would have at home and create a situation that helps the viewer and listener to imagine a Sunday-morning scene at home, using this new product while reading a paper. Jobs then also started by opening the web pages of an American newspaper. By creating these stories in our head he communicates the advantages of his products most efficiently.

He is a gifted speaker with a strange ability to puzzle his employees and the public with an almost evangelistic delivery.

Jobs charisma is mostly dependent on his deep knowledge and understanding of the technology he is deep in. Jobs technical knowledge might not be that of his engineers, however, Jobs has been the founder of Apple together with Wozniak, and together they developed the very first hardware. Undoubtedly Jobs understanding of the technologically possible combined with a visionary gift help him to develop his visions and then efficiently communicate them, for execution, to his employees.

His charisma facilitates him to thrash up the enthusiasm of his employees (job involvement) to achieve more by doing apparently impossible tasks, and also encourage customers to buy Apple products.

PERSONALIZED LEADERSHIP

His charisma type might be described as being personalized. This means in harmony to Dubrins explanation, that one serves first and foremost own interests and exercises only slight restraints on the use of power. In Jobs case this means that he does not only motivate by storytelling but also by force. Jobs is described by some as being manipulative, dishonest, and rude.

An indication for this can be found, when he says, for instance: ―My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.‖ He wants people to follow him, expects respect and much of it seemingly out of the self-interest, since working at ―Apple‖ is what he considers a valuable goal in his life.

TRANSFORMATIONAL LEADERSHIP

Dubrin defines a transformational leader as one who ―brings about foremost, positive change for the group, organization or society‖. As we just take notice of, Jobs has transformed a number of companies over the years. He has transformed Pixar into a success story.

He has all the essential traits to be considered one, based on some requirements that Dubrin mentions: he directs by example, he practices empowerment, he has a vision and as mentioned he can be perceived as charismatic.

On the other hand, he emerges to lack the caring qualities of a transformational leader, which are also mentioned as a requirement for a transformational leader by Dubrin, namely: emotional intelligence, personal encouragement, building trust (Apple is famous for its privacy, even admitted by Jobs himself: ―It is generally not Apple‘s policy to announce our plans for the future; we have a propensity to talk about the things we have just accomplished‖) etc.

LEADERSHIP BEHAVIORS

Because of his ―manipulative‖ behavior he is considered by some of his employees as autocratic. His actions in meetings for instance are described as being rude, authoritative (trustworthy) and obnoxious (unbearable). Dubrin clarifies the value of consideration and, what he calls, initiating construction. Considerations stands for the point that a leader offers emotional support, while structure is the way work is planned, i.e. by agendas, orders, guidelines etc. ―Getting the job‖ done is highest on their main concern list. Because of his mission for perfection, Jobs has authoritarian presence which makes some of the employees panic him. This would let us suppose that his consideration level is rather low (else he would care about peoples fear and try to frustrate it) and his initiating structure level appears rather high, as we saw in the previous paragraph on ―charisma‖, when we saw him saying ―My job is to not be easy on people. My job is to make them better. My job is to pull things

together from different parts of the company and clear the ways and get the resources for the key projects.‖

Though, in his later years, he shows more kindness and less nastiness towards his employees. In fact, a current rating of approval by his employees shows Jobs to get a 90% approval rating. However, it is not at all clear that this rating is based on him being softer on people today or simply on people‘s respect for him due to his success.

LEADERSHIP STYLE

Autocratic versus participative Steve Jobs seems to micromanagement at Apple. Steve Jobs confess that there are an incredible amount of up to 100 individuals reporting directly to him. As mentioned above, he is supposed as autocratic. The fact that so many individuals report to him directly is spokesperson for his spirit and enthusiasm to hold all the strings in his hands. Total control is undoubtedly the basis for this leadership.

Dubrin portrays an autocratic leader as one who tells ―people what to do, asserting themselves, and serving as a model for team members‖. In contrast, a participative leader would be interested in hearing everyone‘s opinion and integrate them into a group-decision either in a democratic way (let a vote decide), a consensus finding manner (strive for an agreement of compromise) or consultative (consult with all group members, then decide).

We believe that the amount of Jobs‘ participative leadership is low. Anecdotes buzz that he is a rather rude participant in meetings and tremendously impatient. This behavior definitely does not contribute to people wanting to voice their opinion and participate. In contrast, Dubrin explains that a participative leadership style demands for ―teamwork approach‖ where the leader does not try to govern the group.

From the documentary ―The triumph of the nerds‖ we may bring to a close that his humbleness levels are very low, bringing his personality in conflict of the requirements for a participative leadership style. This documentary has Jobs talk about some of his less successful episodes, blaming others for the losses.)

Entrepreneurial

At the same time Jobs is being described as entrepreneurial: ―Jobs may be a multibillionaire, but that hasn‘t cut into his work ethic. He brings an entrepreneur‘s energy to tasks many CEOs would see as beneath them‖. Dubrin defines an entrepreneur as someone with a strong will for achievement and a sensible risk taking, high degree of enthusiasm, tendency to act quickly on opportunity, being impatient, visionary, amongst others. From the above discussion we have seen already, that Jobs can be described as being enthusiastic and a creative thinker, being impatient and having a strong will for achievement. Additionally, Jobs has taken risks and seized on opportunities many times in his career, for instance when leaving Apple (though being forced to) and leading Pixar to success, just to come back to Apple some years later and saving the day for a company in dire straits at the time. SOME ENTREPRENEURIAL SKILLS OF STEVE JOBS:

Steve Jobs is one of the most successful entrepreneurs of our generation. His success story is legendary. Put up for adoption at an early age, dropped out of college after 6 months, slept on friends‘ floors, returned coke bottles for 5 cent deposits to buy food, then went on to start Apple Computers and Pixar Animation Studios. There are following characteristics as an entrepreneur STEVE JOBS have and also recommended. These 12 skills reflected in STEVE‘s personality and in his work as well. 1. Do what you love to do 2. Be different. 3. Do your best. 4. Make SWOT analysis 5. Be entrepreneurial 6. Start small, think big 7. Strive to become a market leader 8. Focus on the outcome 9. Ask for feedback 10. Innovate 11. Learn from failures 12. Learn continually

POWER & POLITICS

In 2007, Fortune named Steve Jobs the ―Most Powerful Person in Business.‖ In 2009, the magazine named him ―CEO of the Decade.‖ Jobs, CEO of Apple Inc. (NASDAQ: AAPL), has transformed no fewer than five different industries: computers, Hollywood movies, music, retailing, and wireless phones. His Apple II ushered in the personal computer era in 1977, and the graphical interface of the Macintosh in 1984 set the standard that all other PCs emulated. His company Pixar defined the computer-animated feature film. The iPod, iTunes, and iPhone revolutionized how we listen to music, how we pay for and receive all types of digital content, and what we expect of a mobile phone. How has Jobs done it? Jobs draws on all six types of power: legitimate, expert, reward, information, coercive, and referent. His vision and sheer force of will helped him succeed as a young unknown. But the same determination that helps him succeed has a darker side—an autocracy and drive for perfection that can make him tyrannical.

Let‘s take each of these in turn. Legitimate power: People who have legitimate power should be aware of how their choices and behavior affects others. As CEO of Apple, Jobs enjoys unquestioned legitimate power. Expert power: Steve Jobs appears to demonstrate expertise in using unconventional means to transcend the existing order. In 2003, he developed an innovative business model by persuading the five major music labels at the time to try selling songs individually for 99 cents. This led to the birth of the successful iTunes store. Jobs also took an active role in the development of the innovative Apple retail stores. Reward power: Reward power tends to accompany legitimate power and is highest when the reward is scarce. When Steve Jobs ran Apple, he had reward power in the form of raises and promotions.

Information power:

Experts tend to have a vast amount of knowledge or skill, whereas information power is distinguished by access to specific information Coercive power: Steve Jobs has been known to use coercion: yelling at employees and threatening to fire them. When John Wiley & Sons published an unauthorized biography of Jobs, Jobs‘ response was to prohibit sales of all books from that publisher in any Apple retail store.Hafner, K. (April 30, 2005). Steve Jobs‘ review of his biography: Ban it. The New York Times, p. Technology In other examples, John D. Rockefeller was ruthless when running Standard Oil. He not only undercut his competitors through pricing, but he used his coercive power to get railroads to refuse to transport his competitor‘s products Referent power: Referent power that are gained from admiration, respect and knowledge respectively. The common interesting thing of these Steve jobs is that their knowledge did not come from academic training but from their own experience. This seems to increase his personal power as they got unique knowledge of how to do their jobs well.

Those who work with him say Jobs is very hard to make happy. However, they also say that this means that Apple employees work hard to win his approval. ―He has the ability to pull the best out of people,‖ says Cordell Ratzlaff, who worked closely with Jobs on OS X for 18 months. ―I learned a tremendous amount from him.‖ Jobs‘s ability to convince and influence has come to be called a ―reality distortion field.‖ As Bud Tribble put it, ―In his presence, reality is impressionable. He can convince anyone of practically anything.‖ Hertzfeld describes his style as ―a confounding blend of a charismatic symbolic style, a strong will, and an enthusiasm to crook any fact to fit the purpose at hand.‖ The influence works even when you‘re aware of it, and it works even on ―enemies‖: ―No other high-tech impresario could walk into the annual sales meeting of one of his fiercest rivals and get a standing ovation,‖ which is what Jobs got in 2002 from Intel Corporation (the ally of Apple archrival Microsoft in the partnership known as Wintel: Windows + Intel). Jobs‘s power is not reliable he was ousted from his own company in 1987 by the man he hired to help him run it. But he returned in 1997 and brought the company back from the edge of failure. The only years that Apple was not making money were the years during Jobs‘s absence. Many are watching to see how Apple and Jobs succeed with the iPad in 2010. TEAM LEADER

Steve Jobs‘ creative brilliance went beyond designing products. He applied his perfectionism equally to designing his team. Steve Jobs has left us bits of wisdom about hiring and retaining talent that should live on in businesses everywhere. Here are some of my favorite themes from his philosophy.

On choosing the right people:

―I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1.Given that, you‘re well advised to go after the cream of the cream….A small team of A+ players can run circles around a massive team of B and C players.― Steve Jobs

―Finding the needles in the haystack‖ is what Jobs called finding his A+ players. Steve Jobs believed that recruiting was the most important thing he did. He managed all of the recruiting for his team; never delegating it. Everyone who made it to a Steve Jobs interview had to be really smart; competence was his ―bet.‖ But his real issue, he says, was ―Are they going to fall in love with Apple?‖ Because he believed that if they did, everything else would take care of itself. If people put what was best for Apple before what was best for them, they were probably a culture fit.

On leading with a clear, compelling vision:

―Being the richest man in the cemetery doesn‘t matter to me. Going to bed at night saying we‘ve done something wonderful, that‘s what matters to me.‖—Steve Jobs

Steve Jobs once said, ―I want to put a ding in the universe.‖ I don‘t think there‘s a question in anyone‘s mind that he succeeded. And the credit? It always went to his field of A+ player. He put his faith in his people, not in technology, which for him was just tools that either worked or didn‘t. He believed that people were basically good and smart, and if you give them tools, they‘ll do wonderful things with them.

He knew the Mac would sell ―zillions,‖ but he and his people built it for themselves, not for the market value. It was his people who were the judges of whether it was a great product or not. Market research wasn‘t necessary.

On being excellent

―For the past 33 years, I have looked in the mirror every morning and asked myself: ‗If today were the last day of my life, would I want to do what I am about to do today?‘ And whenever the answer has been ‗No‘ for too many days in a row, I know I need to change something.‖—Steve Jobs

Although it is Jobs who has always been the ‗face‘ of Apple, he was always careful to say that the success of Apple was not down to a single person. In a 60 minutes interview in 2003, he said

―My model for business is The Beatles. There were four guys who kept each others, kind of, negative tendencies in check. They balanced each other, and the total was greater than the sum of

the parts. And that's how I see business. You know, great things in business are never done by one person. They're done by a team of people. Steve Jobs (2003)

Whether you're a team leader, a supervisor, a first time manager, senior manager, head of a company Jobs makes a very important point. Too often employees complain that the work they do is not recognized. If you‘re in any supervisory, management or leadership position remember to acknowledge the work and successes of the people you work with, not just to them, but also in the public ground. Staff are often motivated to go the ‗extra mile‘ when they receive regular praise for the work they've done.

Successful teams are those that comprise of people with different gifts and expertise that are able to balance each other and the team together can gain more success than each individual. It should be a warning note to anyone who thinks they can work successfully on their own in a company environment when they are part of a team.

Now there‘s another leadership lesson to be learnt from Jobs that is less positive. It is often repeated that regardless of his brilliance, Jobs was often quick-tempered, demanding and often difficult to work with and some of his staff were afraid of him. Whether he was aware of this I don‘t know, but it‘s a poor leadership model to follow. Fear actually doesn‘t get the best out of people even though some managers and leaders believe that it‘s worth it because it makes staff work harder. It may force people to work harder, but it doesn‘t make for a happy workforce or encourage innovation.

CONCLUSION: But to finish on a positive note, because there are so many positive things to say about the man who was responsible for changing the way people use computers, communicate on the phone and listen to music. In the design of all his iconic items Jobs not only wanted to give the customer great functionality, he also wanted the goods to all be aesthetically pleasing. So successful was he in doing this that many Apple customers are often repeat customers buying updates when they are available or purchasing the next new item. Jobs focused on providing customers with goods they wanted or identifying a need and fulfilling it. It‘s why Apple has been so successful. Steve Jobs leadership will be truly missed. There are two things everyone knows about Steve Jobs. He pushes his employees to make some pretty impressive and market-changing products. He's also a horrible person to work for. Now the Harvard Business Review confirms, once again, the latter. In sum, Steve Jobs was much more than a CEO. He was an artist. When he set out to develop a product, he approached it as a poet. His computers, music players and phones were not merely technical gadgets, they were paintings.

Jobs was not interested in function alone. He saw the world as an artist would and his leadership style reflected the heart of a master sculptor. So, Steve Jobs did in fact conform to certain well known rules of leadership. Some elements of his style might have seemed counter-productive at first glance. But the things that made him successful were actually fairly common criteria associated with successful leadership. And that means that leadership theories are still relevant despite apparent counter-examples. Just as Jobs‘ innovations and vision will remain relevant for the foreseeable future.

FINAL PROJECT

STEVE JOBS‘S LEADERSHIP

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