Case Study

Topics: Leadership, Steve Jobs, Management Pages: 2 (602 words) Published: September 17, 2013
Question no 1:
I described the leadership roles of Steve jobs and he was a transform Leader. Like a transformational leader, he focuses on "transforming" others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole. At Apple, he is seen as a leader whose brilliance and idealistic vision of "providing computers as a tool to change the world," drew other talented people to him. His Leadership creates valuable and positive change in the followers The five key elements of the leadership, out of five each of them suits the Steve jobs leadership quality because in commencing his own company, Steve becomes the head not the follower, they additionally impact the supplementary people by thoughts, obtaining agreement of them that aftermath into the attainment of the organizational that has been set by the Steve jobs in his own business. And after person makes the aim as well setting goals is all concerning the change. And the Steve led the people in the right method in order to accomplish his objectives. Question no 2:

* Focus
* Passion
* Innovation
* Involvement
* Effective communication

When Jobs returned to Apple in 1997, it was producing a random array of computers and peripherals, including a dozen different versions of the Macintosh. After a few weeks of product review sessions, he’d finally had enough. “Stop!” he shouted. “This is crazy.” He grabbed a Magic Marker, padded in his bare feet to a whiteboard, and drew a two-by-two grid. “Here’s what we need,” he declared. Atop the two columns, he wrote “Consumer” and “Pro.” He labeled the two rows “Desktop” and “Portable.” Their job, he told his team members, was to focus on four great products, one for each quadrant. All other products should be canceled. There was a stunned silence. But by getting Apple to focus on making just four computers, he saved the company. “Deciding what not to...
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