Leadership Styles and Steve Job's Impact on the Personal Computers Industry - Essay Example

Leadership styles: Steve Jobs Student’s Name Instructor College Course Date Outline Introduction Analysis of Steve Jobs Leadership Style The Trait Theory – Goal Accomplishment Team Leadership Steve Jobs Impact on the PC Industry Comparison of Steve’s Leadership Style with the Milberg of BMW Conclusion References Introduction Globalization is multidimensional and therefore, its effects spans across political, cultural, social as well as economic areas. Thus, in order to be effective and demonstrate high quality leadership, there are attributes and behaviors that leaders must cultivate such as excellent communication skills, commitment, honesty, integrity and a belief in the followers. However, globalization brought many cultures together. This world cultures are also becoming increasingly interconnected and immigration is bringing about more cultural and ethnic diversity on a global scale. People have therefore come to observe many different enactments of leadership roles and have come to understand that a leader's personal background, including matters like ethnicity or a handicap, will affect his or her leadership vision (Jacobs, 2007). Leadership can be expected to continue to change because the world is also transforming all around us. While it is traditional today to regard a leader as an individual who can set a course and inspire people to follow it, this view might drastically change as a result of the increasing diversity of businesses and interdependence of the market players. This interdependence demands that leaders adopt a more collaborative and inclusive style of leadership that favors team leadership over individual management. Much of the leadership styles that are possessed by Steve could possibly be perceived by most of the present leaders who rely on transformational leadership as an unusual and unconventional. Despite such assertion, there is practical applicability of every principle that Steve used to get to the realm. Therefore, the purpose of this paper is to explore Steve jobs’ leadership characteristics and to determine its relevancy in the in the operation of future managers. Steve employed relationship-based leader ship which encourages two-way communication, provides support and encouragement, inspires, listens, facilitates interaction and empowers the follower(s) with making decisions. This sort of leadership is defined by praising, listening, inspiring and facilitating. This means he was transformational leaders. Recent research have evidenced that transformational leaders are more effective because they establish a powerful vision of the future and sets challenging tasks or propose ideas that intellectually stimulate followers. Analysis of Steve Jobs Leadership Style One of the greatest leaders of his times, Steve Jobs, co-founder of Apple Inc., had a perturbing leadership style. He was driven by his extreme desire to innovate. He was not a saint, yet he will be remembered as the one who applied his imagination in bringing about the change to technology business. The personality of Steve jobs as a great leader can be subdivided into elements highlighting his leaderhsip skills and style. One of the great abilties of Steve jobs was his ability to retain focus. He had a strong locus of control and liked to get things done on time . Another leadership trait in Steve jobs was to simplify things as much as possible. He would take the responsibility once he had started something till the end. His mantra for progress was to take a quantum leap when left behind. Another leadership trait that he exuded was to put the organization before any kind of profits and he loathed being a servant to focus group sessions. He believed in bending reality and pushing for perfection. He was both people-oriented and task-oriented when the times called for it (Isaacson, 2012 p.7). In his capacity as a leader, he was strongly convinced that he could only achieve the vision that he had as far as revolutionizing the information technology industry is concerned by utilizing people. In other words, autocratic leadership allowed Steve to demonstrate his authority and to unearth confidence in his employees thereby allowing him to succeed in his quest as a visionary leader. Such form of leadership are in most cases considered to be unusual especially because of the thought that they are employed those who are in need for power and control (Dalay, 2009). However, Steve’s case is different. This is because of his unusual use of power to make instrumental decisions which are not for his own benefit, but the overall success of his various organizations and investment ventures. On the global view, he portrayed an influential aptitude to many managers managing different branches of the company, along with a stable track background for maintaining positivity, being creative, as well as initiating a sense of rationale together with objectiveness during challenging times. Steve has also represented brilliant communication techniques that are contemporarily required to motivate a modern flexible staff in order to achieve the basic outcomes in the present commercial environment. A part from being apparent, concise as well as focused, he has conveyed speeches that have inspired the global community to handle diverse as well as disruptive modifications. Steve’s leadership is one of the critical factors why Apple not only survived the financial crisis but managed to post significant revenue even according to information technology manufacturing standards. Leadership at Apple encourages collaboration between workers and manages, and this is grounded on mutual trust and partnership which, in turn, requires self-organization, responsibility and flexibility. He instituted several critical changes within Apple, such as veering away from the traditional division of labor to instead, engage workers more and allows them to take part in decision making processes. Two of the most relevant leadership frameworks to any analysis of Steve are Trait theory and Strategic Leadership, with reference to the transformational approach. Steve was a well established, enigmatic leader, famous for his extraordinary cleverness, business susceptibilities along with extensive diligence as well as perseverance in tracking his objectives. It is readily apparent that Steve was a strategic leader. He was able to achieve more wherein the organizational changes are undertaken in order to gain flexibility and be able to promptly respond to changes in the business environment and in doing so, enhance its competitive advantage (Daewoo, Chinta, Lee, Turner & Kilbourne, and 2011: 489). Thus, he implemented the aforementioned changes to labor division, enhanced interaction between management and staff, and empowered teams. Strategic leaders have a strategic orientation wherein they see the larger picture and comprehending the contextual setting of the company (Davies & Davies 2004). Through the help of his managers, Steve conceptualized the long-range organizational vision and links this to conceptions of everyday work. Thus, Steve encourages adherence with the Associate and Leadership model but sees to it that employees enjoy their work because this is necessary for high performance. Apple is considerate to the needs of employees and in the event that there are successive overtime work, then the companies schedules successive breaks for employees as well. Other strategic leadership qualities that Steve possessed are (i) translation of strategy into action; (ii) alignment of human resources with organizational goals; (iii) developing strategic competencies; (iv) restlessness and dissatisfaction with the present; (iv) adaptive capacity; and (v) wisdom (Davies & Davies 2004). Steve was also a risk taker. This allowed him to invest much in business that he provided the best management possible. Over time, he solely made good decisions for his businesses and that has made him realize success to become one of the world’s millionaires. His success was attributed also to his good qualities leadership that are; integrity, morally accepted values like kindness and generosity. As a leader he valued every employee and is very merciful. He had the ability to manage no wonder he required none to help him make decisions. Goal Accomplishment The Leadership Grid explains how leaders are able to achieve organizational goals, by means of two constructs: concern for production and concern for people (Northouse 2009). Concern for production pertains to how leaders are concerned about accomplishing organizational goals. This encompasses a wide array of activities, such as policy decisions, development of new products, implementation and design of processes, workload, sales volume, among other things. Concern for production is not limited to the production issues only but rather, involves whatever goals that the company wishes to attain. Meanwhile, concern for people pertains to how an organization takes care of its human resources. This includes cultivating the commitment and trust of employees, providing healthy working conditions, providing a good compensation structure as well as enhancing social relations((Kirkham and Bosker, 2011).  In the Leadership Grid, Apple falls under High Production/High People. Concern for production is demonstrated by acquiring the best possible engineering and technology so that quality and innovation goals are met. Another way that concern for production is also manifested is through strict quality control measures and strategic alliances with suppliers. Apple was also particular about promoting collaboration – not only among employees, but also between management and rank and file. Apple enjoyed a symbiotic relationship within the organization so that the company made demands on its employees, and the latter also made demands on the company. In addition to this, Apple was committed to sustainability and places equal importance on “economic, ecological and social concerns” in the conceptualization of its business strategies. Among the priorities of Apple, apart from the satisfaction of customers, are the safeguarding and creating of jobs and commitment to the environment. These are equally important as problem-solving expertise and open communication. Concern for people is another top priority for Apple. As mentioned earlier, the company strived to develop the competencies and knowledge of its employees through comprehensive training programs and continuing education opportunities. Also mentioned earlier is the high consideration that Apple shows to its employees, by providing them more than adequate time off work – in successive days in the event that there had been overtime work. It also takes careful consideration of the external life of its employees, by for instance, giving them a month off from work so that they could take part in harvesting activities (Kirkham and Bosker, 2011).  Team Leadership Hill explains that leadership “is in the driver’s seat of team effectiveness” (Northouse 2009: 243). The tea leadership model is grounded on the belief that the leader’s job is to monitor the team and implement whatever action is necessary to ascertain the effectiveness of the team. This framework assesses the response that leadership has in terms of behavioral flexibility as well as the broad range of skills or actions that are needed to meet the difference needs of teams. Under this perspective, leadership is seen as team-based problem solving in which the leader endeavors to accomplish collective tea goals through internal and external analysis of issues and then selecting and implementing the suitable behaviors that will ascertain effectiveness of the team. Apple has a dynamic culture of teamwork and collaboration. Indeed, Apple was structure around teams. Teams in production areas are self-managing and gradually, this design has extended into other divisions such as engineering, administration and design. These teams were empowered by Steve to make decisions, solve problems and “operate under a working structure that blends satisfaction with efficiency” that are suitable to the culture of Apple. Apple’s production management system supports the team-based organization and aptly rewards employees that effectively contribute to their teams. Training provides teams the necessary foundation that will inform them on how to be effective team players. These self-managing teams constantly engagement with top management, and are responsible for their own quality control, interpersonal relationships, logistics and production and maintenance. Steve Jobs Impact on the PC Industry The global world has experienced constant change in demography and internationalization within the Pc industry. Such progress can only be realized a management system that is based on multicultural practices. It is in such context that Steve’s multicultural practices, spirit of thinking big and energetic endeavor become relevant. According to Collins (2005), for positive work-related attitudes to be enhanced as required within the PC industry, the manager and employees must display similar culture. In other words, Steve had passion that made every aspect of his venture that seemed to be impossible to happen; just in the same way, the Pc industry require energy to derive every passion (Trump and Mclver, 2007). Steve’s role modeling has also promoted growth and progress in the industry. In most case, Pc is an industry that is vulnerable and often faced with business fluctuation due completion and economic factors. However, Steve’s bouncing back despite the previous failures have made the industry relevant and realize progress even in seasons where the business is low to the point of bankruptcy (Kirkham and Bosker, 2011).  Developing a leader who is midnful of his obligations is another implication that comes to light when discussing the leadership styles. It is generally belived that changing the system would eventually turn around profits for the firm. This is a misconception, as it is in hearts where the will of change eventually results in a long lasting change and progress for the organization. Developing mindful leaders is a process, not a generally thought event. It takes times to instill in people the ability to think for themselves. Besides, too much focus on training would eventually wear out an individual. Another factor worth considering in developing mindful leaders is that leaders are developed best in a community. It is in a team that one can guage the true potential of a leader (LaBarre, 2012; Scharmer, 2009). The former CEO of Apples, Steve Jobs, advocated for innovation’s transparency as well as openness. Jobs promoted transparency in strategic objectives, and candidness in information distribution. As Apple’s CEO, he offered employees an opportunity to formulate essential decisions, and participate in core activities of the company. Besides, Jobs made information widely accessible to all individuals in his attempt to establish an open communication policy. His main objective was to make the company’s employees perceive things in a more complex and auxiliary profound way than their ordinary perception, as well as heighten individuals’ accomplishments above their anticipated limits. In so doing, Jobs’ applied honing leadership skills supported by theory U, which are revealed in his demands for innovations that are deemed almost impossible to achieve (Deschamps, 2006; (Marquardt, 2011). Comparison of Steve’s Leadership Style with the Milberg of BMW For Steve Jobs to become as one of the most renowned persons in the world, he employed certain traits that were appropriate and effective in his practice. Ideally, possessing fair and absolute qualities offered Jobs an opportunity to command his employees’ support and the drive to meet the organizational goals (Dalay, 2009). Making decisions after thoughtful consideration and confiding with role models has been Milberg driving force. In the same way, Steve found it fulfilling in being fair in his decision making despite his supreme authority over his employees. Nonetheless, there is similarity on how both Steve and Milberg approach matters that require absolute confidence; in such case, confide offered the best solution. In Milberg’s case, disclosing issues that he perceived could hinder his objective to relevant personnel allowed him to learn new skills for effective management of his organization (Dalay, 2009). The other aspect that is evident in Milberg’s and Steve life is integrity. As an individual, Milberg embraces integrity as the strongest defense at all times. Although most people would prefer to blow their own trumpet, an integral manager should endeavor to allow others to blow the trumpet of their behalf. This is evident in Steve’s case where his employees found it easy to defend him as a man of integrity; a rear thing to find between an autocratic leader and his/her subjects (Chao-Chien, 2010). However, in the case of the Milberg, the use of integral leadership styles such as autocratic, transformational and democratic leadership style would be more appropriate for a successful future manager’s position. In democratic style employees are consulted and involved in decision making like Steve’s style. At the same time, autocratic leadership require at most care to eliminate possible drawback to the organization; a situation that is almost impossible for one to achieve because of the imperfect nature of humanity. Such cases might in the long run impact the business negatively and result into unproductively. Consequently, to reduce the fears associated with autocratic leadership style, transformational and democratic leadership styles are being adopted by managers (Collins, 2005). Such leadership style recognize and encourage the employees to participate in the decision making process. They are based on the recognition that individuals have varied qualifications, ideas, and areas of specialization that can be utilized for the overall success of the organizational objective. However, an organization can on benefit from such diversity if its management recognizes and encourages the subordinates to participate in the decision making process. According to Drucker (1999), business requires the manager to be someone with strong sense of vision that can provide clarity on the organizational objectives thereby offering the subordinates an opportunity to remain motivated and committed to the organization. Conclusion Apple blossomed under the helm of Steve. Steve was the personification of qualities described in the Trait Theory, transformational leadership and strategic leadership. Apple has an organizational culture that promotes team work, collaboration and engagement not only among workers but between staff and management. The company has significant concern for its production and people, and thus is able to achieve sustainable high performance – within the organization and in the markets that it operates in. Apple, as an organization, has thoroughly embraced the teamwork concept. Its self-managed teams are empowered to make decisions, solve problems and be accountable for ensuring quality products. Because of such leadership traits among its executives and managers, and with the empowerment of employees to be self-leaders, it is not surprising that Apple has turned out the best performance last year, all throughout the history of the company. Steve Jobs could be considered as an individual who displayed true leadership characteristics that are not only relevant for management, but could also be adopted by persons aspiring to become appropriate and effective in their future management career. In most cases, leaders are thought to be individuals who either have a lot of money or have political position. However, looking at the traits, success, great achievements, and world renowned figure that Steve’s achieved in life, it is certain that leadership greatness and power is not depended on an individual’s wealth and family background. Such an individual needs to be optimistic especially in seizing every opportunity even in situations where others do not see possibilities. 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