Leadership The Steve Jobs Case Study - 1549 Words

Leadership: The Steve Jobs Case study During his life, Steve Jobs was one of the most innovative and influential leaders of his time. It could be said that he occupies one part of the continuum as a transformational leader who demonstrates the qualities of a transformational leader. Jobs used the corrective transactions of a transactional leader, such as harsh criticism (which can be seen as punishment) when a staff did not meet his expectations. Just like a transformational leader, he paid attention on â€Å"transforming† others by looking out for each other, to help each other by being encouraging and harmonious and to look out for the organization as a whole. At Apple, he is seen as a leader whose idealistic and brilliance vision of†¦show more content†¦This is what made Steve Jobs the leader so many know him as today. Adaptablility With his ability to adapt, Steve Jobs used this to his advantage in multiple situations. At the age of 30 he was ousted from Apple due to his lack of empathy and leadership skills. Steve Jobs spent the next 12 years adapting his innovative skills and his unique style of leadership to better fit the needs of the company (NeXT). He was known to be too focused on work to care about others feelings which was one of the reasons Apple cut ties with him in the first place, however, he adapted and came back before going to pioneer some of Apple’s greatest products ever. Act with a Sense of (Controlled) Urgency Steve Jobs was known for acting with a sense of urgency and many found that this is what gave Jobs his incomparable drive. Grabbing on to a moment and an opportunity right away and not just waiting until the right time comes was another thing that he was known for. This is what allowed Steve Jobs to create innovative solutions and cutting-edge products before customers ever knew they wanted or needed the products. Taking the iPad for example, the device was thought by many as a waste of time and idea and that no one would ever need one of the tablets due to the demands and functionality of smartphones. However, the products now are one of the most owned personal electronics in the world. His ability to act with a sense of urgency in all he did, allowed him to look to theShow MoreRelatedCase Study: The Real Leadership Lessons of Steve Jobs607 Words   |  2 PagesQ1-Describe Job’s leadership style using the (Blake Mouton) managerial grid? A1- Blake and mouton’s two-dimensional theory recognise that leaders tend to focus on either product or people (or both). I would consider Steve Jobs leadership style to be placed in the managerial grid as â€Å"Produce or Perish† this is due to Steve Jobs always being production focused, from the case with can see that Steve Jobs only cared about the end results and didn’t care about his employees as people see his â€Å"RealityRead MoreWorld Leaders1410 Words   |  6 PagesGreat World Leaders Melissa Edwards MGT 380 Leadership for Organizations January 6, 2012 Great World Leaders When I think of great world leaders, certain characteristics and traits come to mind. For someone to be considered a great world leader, they need to have done something special, something that changed society in a major way. Great leaders are not afraid of change or being shunned by society. 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Jobs was born in San Francisco, California February 24, 1955. â€Å"Jobs was an avid computer hobbyist who dropped out of Reed College after his first semester. At the age of 21, he founded Apple Computer, Inc., withRead MoreJobs In Terms Of The Big Five Personality1587 Words   |  7 PagesQuestions and Answers 1. How would you evaluate Jobs in terms of the Big Five Personality dimensions? The Big Five Model of personality categorizes traits into the dimensions of extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. With extroversion meaning how outgoing, talkative, sociable, and assertive a person is, Jobs can be described as an extrovert. According to the case study, after he righted the company, Jobs began taking his top â€Å"100† colleagues on