Essays on Leadership and Communication Styles of Steve Jobs Case Study

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The paper "Leadership and Communication Styles of Steve Jobs" is an outstanding example of a management case study.   The current business environment, which is characterised by the impact of globalisation and an increase in the number of knowledge-based companies, has occasioned many changes in the way leadership is practised. This paper examines ways in which leadership has changed within the context of the current globalised environment over time. The first part gives the general definition of leadership, leadership styles and the general concept of globalisation. It shows how changes in leadership have occurred with the emergence of and changes in the global environment.

In part two, the general leadership style of Steve Jobs and the transformation of Apple Inc. (Apple) are examined. A comprehensive discussion of the management and communication style used by Steve Jobs at Apple is presented in this section. The choice of Steve Jobs and Apple in illustrating the effect of globalisation on leadership was informed by two things. First, the leadership style demonstrated by Steve Jobs is an extensive illustration of how transformational leadership can be used within an organisation in adapting to the impact of globalisation.

Secondly, the fact that Steve Jobs was able to lead Apple through an important period of transformation into a truly global company underscores the essence of maintaining a highly effective and flexible culture in the wake of changes brought about by globalisation. Leadership and the Global Environment There are several definitions of leadership. These definitions seek to describe what qualities and practices constitute the practice of leadership. For instance, leadership can be defined as the process of inspiring others to work hard so as to accomplish particular goals (Northouse, 2010, p.

4). By influencing a group of individuals to accomplish particular objectives, leaders play a key role in creating and maintaining coherence and cohesion within an organisation. According to Stranfield (2009), the definition of leadership underscores several important characteristics as follows: one, leadership is a process; two, it involves influence; three, it occurs in groups and lastly, it involves common goals (p. 8). There are different forms of leadership, each of them having different characteristics that distinguish it from the rest.

For instance, leadership may either be practised as a process or as a result of personal traits. Whereas process leadership takes into account how individuals use their knowledge and skills to influence others towards working for a common objective, trait leadership lays much emphasis on the importance of inborn traits and characteristics among individuals, which make them capable of influencing others (Northouse, 2010, p. 6). Also, leadership may take the form of either assigned or emergent leadership. Whereas assigned leadership is derived from official positions and responsibilities given to individuals within an organisation, emergent leadership develops in individuals within an organisational context over time as a result of positive communication that is accepted by the group (Stranfield, 2009, p.

9). In order to accomplish its role within an organisation, the process of leadership is influenced by four important factors as follows: the leader, the situation, the follower and communication (Northouse, 2010, p. 7). These four factors are in turn influenced by various forces such as the nature of the relationship between the leaders, the level of skills possessed by the followers within an organisation, the effect of informal leaders within an organisation and how organised the organisation is (Stranfield, 2009, p.

10).

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