steve jobs

Topics: Leadership, Steve Jobs, Apple Inc. Pages: 13 (6048 words) Published: February 5, 2014
Business Leadership – A Study on Steve Jobs
 
 
This is one my assignments for my MBA programme, it took me a lot of time, effort and hard work to complete this paper, it isn't perfect but its mine. I am posting this in my blog as a reference and guidance for others. Now, i am not asking you not to copy, feel free to use or republish any parts of this paper, but please do have a link of the source back to this site. I hope you will, as some papers are being sold at a hefty price, i am publishing this for free with a simple request, acknowledgement. Cheers,

Viknesh Rajandran
Executive Summary
This assignment attempts to study the leadership of Steve Jobs. A visionary innovator, a marketing guru and an autocratic leader admired by many. The first part of the assignment will study and analyze how Jobs leadership is similar to the traits and models found in textbooks. Jobs is analyzed by using McGregor’s theory X & Y. Jobs leadership traits and skills are compared with Stogdill’s theory while also looking at how Jobs applied contingency theory. The reports studies how Jobs changed Apple’s direction from an ailing company to a consumer giant. When Jobs speaks, everybody stops and listens to him, be it a meeting or a Worldwide Developer Conference. Jobs just had the charisma to capture people’s attention. Jobs autocratic leadership style was accepted by his employees, some may not have liked it but they stood with him and the company and never regretted their decision. The study also found Jobs to be a meticulous perfectionist. Jobs never approves a product without fully testing them, him being a beta tester for all of Apple’s product had made sure Apple delivered what the market wanted. The second part of this study is set to look at the differences and compare the leadership skills of Steve Jobs, Michael Dell and Bill Gates. Jobs’ leadership skills were different from both Dell and Gates. Jobs lead Apple to its height with his own flair. His leadership style and character was unique and at times seems inappropriate but it has brought only positive growth to Apple and its employees. All three of them are iconic leaders, brought advancement to the organization they founded and strive for nothing lesser than the best. Finally, the study suggests and recommends what Jobs could have adopted to be a better leader.  

1.0 Introduction
Jago, (1982) states that good leaders develop through a never ending process of self-study, education, training, and experience. The definition of leadership is very well explained by Northouse, (2007) “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal”. He further explained that “leadership is a process to imply that a leader affects, and is affected, by the followers”. This influential process is to ensure the betterment and growth of an organization. Many studies and research has been conducted over time to identify the qualities and behaviours of a successful leader. Appendix 1 shows the key elements of a leader. Leadership requires influence, with desire on intention to change. Leaders are responsible for their act and integrity. Leaders also bring changes to the organization with the outcome that both leaders and followers want. Leadership involves people and it is only complete with followers and followers are important because leaders too are followers at times (Daft, 2008). 1.1 Introduction to Steve Jobs

A revolutionary leader, an innovator of technology and a charismatic master showman, is the words that can be used to describe Steve Paul Jobs. Jobs has portrayed fine examples of leadership throughout his career. Being a young boy, he was attracted to electronic gadgets. Jobs has always been exploring way to improve technology. His ideas was said to be impossible and impractical has proven many critics and even his employees wrong (Elliot, 2011a). Throughout his career he has influenced many leaders to join his team of innovative...

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