SYNOPSIS:

Executive summary
Life history of STEVE JOBS.
The nature and importance of leadership
We have applied the following concepts:
Leadership traits
Leadership roles
General Personality Traits
Task Related Personality Traits
Leadership Motives
Cognitive aspects and Leadership
Leaders qualities
Leadership skills
Charismatic leadership
Personalized charismatic leadership
Transformational leadership
Autocratic leadership
Leadership behaviors
Power & politics
Team leader
Entrepreneurial skills of Steve jobs.
In conclusion we conclude the study according to our
opinion.




Steve Jobs, Apple Computers founder and CEO, Creator, Inventor, Visionary and a great
LEADER & human being has left us all. Due to his innovative ideas we are able to have modern
technology in the form of Apple products. Father of technology, he will surely be missed.
Steven Paul Jobs (born February 24, 1955) is an American business tycoon and inventor. He is the
co-founder and chief executive officer of Apple Inc... Jobs also previously served as chief executive
of Pixar Animation Studios; he became a member of the board of The Walt Disney Company in
2006, following the acquisition of Pixar by Disney. He was credited in the 1995 movie Toy Story
as an executive producer. Which eventually became one of the most successful studios after
creating beloved animated films such as Toy Story, A Bugs Life, Monsters Inc., Finding Nemo,
The Incredible, Cars and Ratatouille.
Father: Paul Jobs (adoptive father, machinist, b. 1931)
Mother: Clara Hagopian (adoptive mother, accountant)
Father: Abdulfattah Jandali (biological father)
Mother: Joanne Carole Schieble (biological mother)
Sister: Mona Simpson (biological, b. 14-Jun-1957)
Daughter: Lisa Nicole (namesake of the Apple Lisa, b. 17-Jun-
1978)
Wife: Laurene Powell (m. 18-Mar-1991)
HIS TRACES IN THE HISTORY:
As I mentioned above Steve Paul Jobs was born on February 24,
1955, to Joanne Simpson and Abdulfattah Jandali in San Francisco,
USA. Soon after the birth, he was rejected to be adopted by his
parents. Later he was adopted by the family of Paul Jobs and Clara
Jobs in California, USA. He was always a sharp, an intelligent and
innovative thinker. Besides that he was not a very shining student
and his whole schooling life was filled with defective outcomes.
After he was enrolled to high school, Jobs spent his free time at HP
(Hewlett-Packard). It was there that he befriended with Steve
Wozniak, who was a brilliant computer engineer. His whole study
life was directionless but things started to take shape when in 1974
he cropped up as a video game designer in Atari. But again, many
months later he left Atari in order to travel India to find spiritual

explanation. To say that these were the Dark Ages of Steves life.
APPLE IS MADE:
In 1976 Jobs and Wozniak started Apple Computers in Jobs garage, and they funded their
entrepreneurial projects after Jobs sold his Volkswagen bus and Wozniak sold his beloved
scientific calculator. The legacy was about to be made in upcoming years.
The two creators created revolutionized the computer industry after making smaller, cheaper, and
efficient computers (Apple-I) which earned them $774,000 the very first year. Only three years
later with the advent of Apple-II computers their sale rose to 139 million dollars. It made Apple a
well credited trading company in America. To help boost the sales of company and to fill the role
of Apples President Steve Jobs looked to marketing expert John Scully of Pepsi-Cola. At Apples
annual shareholders meeting on January 24, 1984, emotional Jobs introduced the Macintosh
(MAC) to a wildly enthusiastic audience. The MAC became the first commercially successful small
computer with a graphical user interface (GUI).
An industry wide sales slump in end of 1984 caused a disruption in Jobs and Scullys relationship
with each other, and at the end of May 1985 following an internal power struggle and an
announcement of significant layoffs because of disappointing sales at the time Scully asked Jobs to
quit his duties as the head of the MAC division

NeXT:
After leaving Apple, Steve Jobs went on to find a new hardware and software company called
NeXT Inc. with $7 million in 1985. A year later, Jobs was running out of capital and with no
product on the horizon, he appealed for venture capital. Eventually, he attracted the attention of
billionaire Ross Perot who invested heavily in the company. The company reported its first profit
of $1.03 million in 1994.

Jobs purchased an animation company from
George Lucas, which later became Pixar Animation Studios. Believing in Pixars potential, Jobs
invested $50 million of his own money into the company. And the company really did well as to
the expectations of Jobs. The studio merged with Walt Disney in 2006, making Steve Jobs
Disneys largest shareholder.
BACK TO APPLE
Steve Jobs is credited with invigorating the company in the 1990s
with altered stock options, new management team, and a self-
imposed annual salary of $1 a year. Jobs put Apple back on track.
His ingenious products such as the iMac, iPhone, iPad caught the

attention of consumers once again. Jobs always longed to see Apple and its products at the
forefront of the information technology industry by foreseeing and setting trends, at least in
innovation and style. Once in a speech at the Macworld Conference and Expo in January 2007 he
said by quoting ice hockey legend Wayne Gretzky: Theres an old Wayne Gretzky quote that I
love. I skate to where the puck is going to be, not where it has been. And weve always tried to do
that at Apple. Since the very beginning and we always will, Jobs said.
HEALTH:
In 2003, Jobs came to know he had a neuron-endocrine tumor, a rare but operable form of
pancreatic cancer. For nine months Jobs deferred his surgery, making Apples board of directors
nervous. Apples executives feared that shareholders would pull their stocks if the word of their
CEOs illness spreads. In 2004, he had a successful surgery to remove the pancreatic tumor. True
to form, in consequent years Jobs once again disclosed the disorders about his health. On October
5, 2011, the visionary Steve Jobs left us. At the time of his death, he was 56 years of age.

Pancreatic Cancer

In 2003, Jobs discovered he had a neuron-endocrine tumor, a rare but operable form of pancreatic
cancer. Instead of immediately opting for surgery, Jobs chose to alter his pescovegetarian diet while
weighing Eastern treatment options. For nine months Jobs postponed surgery, making Apple's
board of directors nervous. Executives feared that shareholders would pull their stocks if word got
out that their CEO was ill. But in the end, Job's confidentiality took precedence over shareholder
disclosure. In 2004, he had a successful surgery to remove the pancreatic tumor. True to form, in
subsequent years Jobs disclosed little about his health.
BIG QUESTION:
Apple without Jobs, how things will unfold for the company in the successive years? Either the
shares will drop in the market and Apple will suffer, or it will get a great boost in the market due
the sympathies people goanna have for Steve Jobs?
Innovation distinguishes between a leader and a follower,

I mean, some people say, Oh, God, if [Jobs] got
run over by a bus, Apple would be in trouble. And,
you know, I think it wouldnt be a party, but there
are really capable people at Apple. My job is to
make the whole executive team good enough to be
successors, so thats what I try to do.

(Steve Jobs)
THE NATURE AND IMPORTANCE OF
LEADERSHIP

Few things are more important to human activity than leadership. Successful
leadership helps our nation through times of danger. It makes a business

organization successful. It enables a not-for-profit organization to fulfill its
mission. The effective leadership of parents enables children to grow strong
and healthy and become productive adults.

The absence of leadership is equally dramatic in its effects. Without
leadership, organizations move too slowly, stagnate, and lose their way. Much
of the literature about organizations stresses decision-making and implies that
if decision-making is timely, complete, and correct, then things will go well.
Yet a decision by itself changes nothing. After a decision is made, an
organization faces the problem of implementation how to get things done in a
timely and effective way.

Problems of implementation are really issues about how leaders influence
behavior, change the course of events, and overcome resistance. Leadership
is crucial in implementing decisions successfully.
Each of us recognizes the importance of
leadership when we vote for our political leaders.
We realize that it matters who is in office, so we
participate in a contest, an election, to choose the
best candidate. Investors recognize the
importance of business leadership when they say
that a good leader can make a success of a weak business plan, but that a poor leader can
ruin even the best plan.

LEADERSHIP ROLES
Figurehead:
Steve Jobs is the visionary figurehead who turned a second-tier computer manufacturer into one of
the most recognizable and well-loved brands in the world. His presentations and product
unveilings at the annual Macworld events caused hysteria among his audience that wouldnt have
looked out of place at a rock concert.
Spokesperson:
Spokespersons for the establishment will try to fit him into old molds trying to confine his spirit
within the usual terms: Vision. Innovation, Communication, Inspiration. There was all that, for
sure, but that alone does not quite capture him. We havent lost the best CEO of his generation.
Team player
Jobs had ability to connect with his team members directly impacts their level of engagement. Jobs
were more engaged in his team is, the better the results.
Team builder

Lets make a dent in the universe. Steve Jobs

Entrepreneur
Steve Jobs was the essential role model for a generation of digital
entrepreneurs, proving that its possible to be the CEO of the biggest company on earth and a true
pioneer at the same time.

LEADERSHIP TRAITS
Inspirational:
Steve Jobs has extraordinary following among both the stock holders and the consumers,
particularly because of his think different message and ability to constantly surprise and deliver
on his vision.

Relationship:
CEO that uses to dress in jeans and T-shirt instead of corporate clothing delicately removes the
perception of being at higher level than the audience. He once advised Bob Lger, CEO Disney to
build the stores close enough so that he can visit often, message it and learn from it. His contact
with customers enhances his judgment about what the customers may like or dislike.

Communication:
He convey his key remarks that are very well written and prepared, his speech clears the
necessary highlight message effectively. His personal value to
apple is so massive that financial markets bet on whether he will
personally launch the new product or not.

Credibility:
He is famous to be reserved and does not give too many
interviews or public appearances; this strategy however adds to an aspect of surprise and
interest but also provides him the necessary integrity. People know from his past that he delivers
on his promise and does not create a false smoke screen of disturbance and dishonesty. In the
backdating gossip that involved the former CFO, he apologized and called it completely out of
character for apple.

GENERAL PERSONALITY TRAITS OF

STEVEN JOBS
Self-confidence:
Steve Jobs has a strong self-confidence in his ability to solve problems and make decisions. Owing
to his high controlling power, Steve Jobs possess the ability to remake a big, dysfunctional
corporation into a tight, disciplined ship that accomplished tasks on his demanding schedules
(Leander 2008). Self-confidence differentiates between effective and ineffective managers (Yukl
2006).
Humility:
Exceptionally low. (The documentary The triumph of the nerds can be used for reference. This
documentary has Jobs talk about some of his less successful episodes, blaming others for the
losses.)
Trustworthiness:
Most likely low, if the mentioned privacy he reveals in dealing with the world outside the company
is in any way a indication of how he deals with flow of information within the company (which is
likely, since many projects remain incredible enough, secret until they are unveiled, like
exemplified in the recent introduction of the iPad).

Authenticity:
True authenticity is based on self-reflection, which requires a level of humbleness we can carefully
suppose from the already analyzed not to be found in Jobs.

Extraversion:
His self-confidence may at first be misguided for extraversion; however, extraversion in a socially
interested way becomes visible not to be extractable from the above breakdown.

Assertiveness:
The portrayal of how he runs meetings and the hostility with which he motivates his employees
speaks for a high level of assertiveness. Steve Jobs encouraged his workers to the heights of
immoral tremendous work conditions by working nights and weekends for fifteen repeated months
in order to meet a deadline (Angelelli 1994). He comes up with more forceful visions (Morris &
Levin stein 2008) and he is a perfectionist who thrusts his staff to create graceful, iconic products
(Burrows 2009).

Enthusiasm:

His verbal communication and his entrepreneurial behavior point out
a large degree of passion. In all speeches delivered by Steve Jobs
during Apple product launches, he instills the pleasure about the new
product to his listeners.

Sense of humor:
He never revealed it, in case he posses it. In steve, humor and humility seem to go hand in hand.
They're like a counterbalance for self-confidence, something that keeps their feet on the ground
and their egos in check.

Emotional stability:
Steve Jobs had low down emotional stability. The hard facts supporting this view can be seen from
his reputation in the organisation is a fear inspirational taskmaster whom screamed at his workers
and randomly fired those unlucky ones.

TASK-RELATED PERSONALITY TRAITS
Steve Jobs has established to be a task-oriented leader who tends to focal point more on his task an
organization performance.
Passion
Job was a micro manager and overcome a high degree of passion for his work. He shares his
enthusiasm with his staff by providing vision that will become realism, inspired his people, guided
and developed his team, and made many key decisions (Leander 2008). His passion was so strong
that even those associates who had been yelled by him appreciated his passion because they could
see the effect of his work. Simon and Young 2005, remarked Steve captured the spirit of his
groups and dictates that though working long hours at work, they shared one common trait, that is,
to build a wonderful computers that surprised the world. He elected people with connected goals
and challenged them to complete the responsibilities by thinking different (Stross 1993). The effort
that they put in is more than the amount they earn and following their occupation pathway. (Simon
& Young (2005)
Locus of control
Internal locus of control is appropriate to Steve Jobs because people with internal locus of control
consider that their personal actions directly affect the outcome of an event. In this case, they are
most likely to try to find the role of a leader due to the fact that they believe mainly in their
capability to take charge (Dubrin, Dalglish & Miller 2006). Leaders with an internal locus of
control take accountability for events and are risk takers for the performance of their organizations
(Yukl 2006). Prior to Jobs return to Apple, the organization was in an off-hand atmosphere with

employees exposure late and knocking off early. After
taking over, he prohibited all aspects in the day-to-day
operations of Apple (Leander 2008).
Emotional intelligence
Steve Jobs does not pay attention to peoples feelings, what he only listen is their ideas (Angelelli
1994). We can figure out from this statement that he is deficient in his emotional intelligence. The
ideas the employees put forward to Steve have to be difficult as he will force them to stick to the
ideas and often raised their blood pressure to test if they know the facts and have strong arguments
(Leander 2008). He is also deficient of empathy towards his employees. He struggles for
excellence persistently and those whom failed to meet his demands resulted in swallowing his
verbal attacks (Angelelli 1994).

Courage:
In today's business world, one of the best examples of a courageous leader is Steve Jobs of Apple.
He encourages debate, dialogue and disagreements. He uses passion to drive perseverance
because he knows that only by sticking to the tasks at hand, will things truly get done.
Initiative:
Without a doubt, there is something quite amazing about steve job is unabashedly passionate about
his work.
LEADERSHIP MOTIVES
Power Motives:
In asking why someone strives for power, Dubrin give details about two major motives, the
personalized and the socialized power motive. In Jobs case neither seems to fit entirely. The
personalized power motive would involve the determined for status, money and luxury, something
that is hard to pin on Jobs. Socialized power motives on the other hand would require the use of
power for the greater good, or to help others.
We may leave the description of his motives to himself, by quoting his words:
Your time is limited, so dont waste it living someone elses life. Dont be trapped by dogma.
Which is living with the results of other peoples thinking? Dont let the noise of others opinions
drown out your own inner voice; and the most important, have the courage to follow your heart
and perception. They somehow already know what you truly want to become. Everything else is
secondary.

Jobs motives appear selfish, but without the characteristic requirements of the personalized power
motive. It would maybe fair to assume that power is not his dynamic force, at least, when we trust
his own words, but rather that for him, power is something that is a necessity for what really drives
him: achievement in itself.

Tenacity
Leaders can overcome barriers better (Dubrin, Dalglish & Miller
2006). This is referred to being persistent. Even though there
were immense numbers of mobile phone models catered to suit
the needs of the energetic consumer market, Steve Jobs stood on
his solid grounds to launch an iPhone (Burrows 2009).

Strong work ethic / Drive and achievement motive:
He always exhibits great aspiration to build a global media domain and has high drive and work
hard to achieve his goal. His strong work ethics can be seen from him working 90 hours a week
and still loving it. He displays high levels of passion and vigour for his work. High energy leaders
always have resilience and bear stress well. They deal with and do not accept setbacks (Lussier &
Achua 2007).

After being frightened out from Apple, Steve Jobs tried to do it all over again with a new company,
NeXT and planned to build the next generation of personal computers that are superior to Apple.
On the divergent, he failed to do so. He continued and dealt with his failure. He closes his
hardware splitting up and curved his attention to the software development (Angelelli, 1994). This
trait appears to be consistently linked with leader emergence and effectiveness.

COGNITIVE FACTORS AND LEADERSHIP
Openness to experience
As we know, Leaders usually have above-average intelligence as Jobs does. Intelligence refers to
cognitive capability to think crucially, to solve problems, and to make decisions (Lussier & Achua,
2007). When Jobs returned to Apple in 1997, Apple was hemorrhage money. Within a year of
Jobs as provisional CEO, he reduced the product lines and cut the wholesale cost, and Apple was
back to creating profit. This example clearly shows that Jobs is intelligent because he is able to
solve problems in a short period of time. Openness to experience is characterized by intelligence
and uniqueness (Judge et al. 1999)
Insight into people and situations
Steve Jobs has the close by into his people and situation. A leader, who has insight of his people,
understands that they are the important attribute of the leaders. The leader will make careful
estimation of the members strength and weakness to select the suitable members for key
assignments. This in turn helps the leader to judge the situation and adapt his leadership approach
for that reason (Dubrin, Dalglish & Miller 2006). Steve Jobs knew what he wanted at the time he

returned to save Apple he kept the talents to help him with
key assignments such as Mac project and used his leadership
style to influence these talents (Leander 2008).
Intelligence:
Intelligence refers to cognitive potential to think significantly,
to solve problems, and to make decisions. As we also
mentioned above that, When Jobs returned to Apple in 1997,
Apple was hemorrhage money. Within a year of Jobs as provisional CEO, he reduced the product
lines and cut the wholesale cost, and Apple was back to creating profit. This example clearly shows
that Jobs is intelligent because he is able to solve problems in a short period of time.
Creativity:
Creativity is just connecting things. When you ask creative people how they did something, they
feel a little guilty because they didnt really do it, they just saw something. It seemed obvious to
them after a while. Thats because they were able to connect experiences theyve had and
synthesize new things. And the reason they were able to do that was that theyve had more
experiences or they have thought more about their experiences than other people. Unfortunately,
thats too rare a commodity. A lot of people in our industry havent had very diverse experiences.
So they dont have enough dots to connect, and they end up with very linear solutions without a
broad perspective on the problem. The broader one understands of the human experience, the
better design we will have. Steve Jobs, Wired, February, 1995



LEADERSHIP QUALITIES
Knowing his unusual way of management here are three leadership qualities that made us to be
pleased about Steve Jobs apart from of his self-centred way of managing Apple as a business.

VISION:
Jobs early life experiences as a Zen Buddhist with a strong belief in the power of inspiring
simplicity contributed greatly to his understanding of himself as an artist and later shaped his
positioning of Apple as a company at the connection of technology and humanity. His vision for
Apple was to expand products whose straightforward user interface and elegant design would
pleasure users of all ages. He witnessed how companies such as Microsoft were able to control the
software market by developing and consequently licensing their operational system to run on
multiple 3rd party platforms. Jobs was strongly against that approach. He hunted end-to-end
control over the user experience. which he achieved by limiting his software to run on Apple

products and retaining full control over user understanding both in terms of hardware and
software.
Jobs not only believed in his vision but truly lived it through his actions he is one of those leaders
those have no difference in his walk and talk: the way he build his team at Apple, the way he
chose his business partners, the way he advertised his company heck, even the way he dressed
and conducted himself at business meetings. There was no going half way. The way Jobs stood by
his vision motivated his employees and commanded great respect from his business partners and
even his competitors. We need more leaders able to develop a clear vision and stand by it the way
Jobs did.

FOCUS & DETERMINATION
Pretend to be completely in control and people will assume that you are.
Nolan Bushnell who founded Atari, Inc.
Once Steve had his vision he was able to clean out disturbances to make the path to success
perfectly clear. When he took over Apple in 1997 and the company was on the edge of financial
failure he knew to eradicate all but a handful of key products & projects that matched his vision.
That freed up resources and funds for Apple to stay alive and turn its finances around.

The book makes it noticeable that Jobs did not tolerate velvety (soft) leaders that were anxious to
be rude to others. He was straight and unfiltered which took some getting used to. He blamed
President Obamas unwillingness to upset others as his greatest flaws. He was equally direct and
unfiltered with his top hires as he was with rank and file Apple employees. Being a very strong man
(at early age he thought himself how to stare at someone without blinking) he demanded nothing
but full loyalty from his employees that he hand-selected and well thought-out his A-team. While
his determination was extensively considered extreme and even nicknamed Steves Reality
Distortion Field most of his employees were willing to put up with it because he made them
believe in things they never thought were possible and most importantly he helped them achieved
the impossible.

PASSION FOR GREAT USER EXPERIENCE
Some people say, Give the customers what they want. But thats not my approach. Our job is to
figure out what theyre going to want before they do. I think Henry Ford once said, If Id asked
customers what they wanted, they would have told me, A faster horse! People dont know what
they want until you show it to them. Steve Jobs

Steve Jobs did not request users into his design studios. He never relied on market research and
never crowd-sourced the ideation process. Instead, Jobs bounded himself with top designers (incl.
Pixars John Lasseter and Apples Jony Ive ) who
appreciated his modest aesthetics and followed his
design simplicity. He and his team relied on themselves
and their gut feeling to develop products that users did
not even realize they needed such as iPod or iPhone.

My passion has been to build an enduring company
where people were motivated to make great products.
Everything else was secondary. Steve Jobs

Steve Jobs believed he created a company with a deep
current of humanity in [their] innovation where
simplicity was the ultimate superiority and where great
engineers similarly to great artists had a deep wish to
express themselves. Because of Apples out-of-the box
design approaches Steve was able to change entire industries: the music industry with iPod (1000
songs in your pocket) and iTunes that included pay-per-song music selling, the phone industry with
iTunes store with 3rd party apps, the retail industry with Apple stores and finally the publishing
industry with iPad. Was it easy? Not at all. The book describes in great details the struggles Jobs
went through to encourage the music industry to break records into individual songs and to agree
to sell them for 99 cents. There were other projects ready to be worked on including Jobs desire
to re-shape the textbook industry by offering electronic versions of textbooks that were more
interactive, easy to update and ultimately less expensive to purchase. Unfortunately he ran out of
time to complete that project.
LEADERSHIP SKILLS
Conceptual skills:
Jobs is without a hesitation gifted in conceptual skills, while usual CEOs are focused on the
product, its functionality, cost and market he gave equivalent focus on the visual and aesthetic look
of the products, something that differentiates apple products with the rest.

CHARISMATIC LEADERSHIP
Steve Jobs is renowned for his ability to give speeches and charisma the audience.
He is able to captivate his employees and audience with the ability of an
evangelist. In this respect we can observe that he posses the charismatic abilities

that Dubrin demands by communicating his ideas using metaphors (images, descriptions, smiles)
and analogies and storytelling.
Interestingly, when presenting the new Apple product iPad he would sit down on a couch as
some of us would have at home and create a situation that helps the viewer and listener to imagine
a Sunday-morning scene at home, using this new product while reading a paper. Jobs then also
started by opening the web pages of an American newspaper. By creating these stories in our head
he communicates the advantages of his products most efficiently.

He is a gifted speaker with a strange ability to puzzle his employees and the public with an almost
evangelistic delivery.

Jobs charisma is mostly dependent on his deep knowledge and understanding of the technology he
is deep in. Jobs technical knowledge might not be that of his engineers, however, Jobs has been the
founder of Apple together with Wozniak, and together they developed the very first hardware.
Undoubtedly Jobs understanding of the technologically possible combined with a visionary gift
help him to develop his visions and then efficiently communicate them, for execution, to his
employees.

His charisma facilitates him to thrash up the enthusiasm of his employees (job involvement) to
achieve more by doing apparently impossible tasks, and also encourage customers to buy Apple
products.

PERSONALIZED LEADERSHIP

His charisma type might be described as being personalized. This means in harmony to Dubrins
explanation, that one serves first and foremost own interests and exercises only slight restraints on
the use of power. In Jobs case this means that he does not only motivate by storytelling but also by
force. Jobs is described by some as being manipulative,
dishonest, and rude.

An indication for this can be found, when he says, for instance:
My job is to not be easy on people. My job is to make them
better. My job is to pull things together from different parts of the company and clear the ways and
get the resources for the key projects. And to take these great people we have and to push them
and make them even better, coming up with more aggressive visions of how it could be. He wants
people to follow him, expects respect and much of it seemingly out of the self-interest, since
working at Apple is what he considers a valuable goal in his life.


TRANSFORMATIONAL LEADERSHIP

Dubrin defines a transformational leader as one who brings about foremost, positive change for
the group, organization or society. As we just take notice of, Jobs has transformed a number of
companies over the years. He has transformed Pixar into a success story.

He has all the essential traits to be considered one, based on some
requirements that Dubrin mentions: he directs by example, he practices
empowerment, he has a vision and as mentioned he can be perceived
as charismatic.

On the other hand, he emerges to lack the caring qualities of a
transformational leader, which are also mentioned as a requirement for
a transformational leader by Dubrin, namely: emotional intelligence,
personal encouragement, building trust (Apple is famous for its privacy,
even admitted by Jobs himself: It is generally not Apples policy to
announce our plans for the future; we have a propensity to talk about
the things we have just accomplished) etc.

LEADERSHIP BEHAVIORS

Because of his manipulative behavior he is considered by some of his employees as autocratic.
His actions in meetings for instance are described as being rude, authoritative (trustworthy) and
obnoxious (unbearable).
Dubrin clarifies the value of consideration and, what he calls, initiating
construction. Considerations stands for the point that a leader offers
emotional support, while structure is the way work is planned, i.e. by
agendas, orders, guidelines etc. Getting the job done is highest on
their main concern list.
Because of his mission for perfection, Jobs has authoritarian presence
which makes some of the employees panic him. This would let us
suppose that his consideration level is rather low (else he would care
about peoples fear and try to frustrate it) and his initiating structure
level appears rather high, as we saw in the previous paragraph on
charisma, when we saw him saying My job is to not be easy on
people. My job is to make them better. My job is to pull things

together from different parts of the company and clear the ways and get the resources for the key
projects.

Though, in his later years, he shows more kindness and less nastiness towards his employees. In
fact, a current rating of approval by his employees shows Jobs to get a 90% approval rating.
However, it is not at all clear that this rating is based on him being softer on people today or simply
on peoples respect for him due to his success.

LEADERSHIP STYLE

Autocratic versus participative
Steve Jobs seems to micromanagement at Apple. Steve Jobs confess that there are an incredible
amount of up to 100 individuals reporting directly to him. As mentioned above, he is supposed as
autocratic. The fact that so many individuals report to him directly is spokesperson for his spirit
and enthusiasm to hold all the strings in his hands. Total control is undoubtedly the basis
for this leadership.

Dubrin portrays an autocratic leader as one who tells
people what to do, asserting themselves, and serving as
a model for team members. In contrast, a participative
leader would be interested in hearing everyones opinion
and integrate them into a group-decision either in a democratic way (let a vote decide), a consensus
finding manner (strive for an agreement of compromise) or consultative (consult with all group
members, then decide).

We believe that the amount of Jobs participative leadership is low. Anecdotes buzz that he is a
rather rude participant in meetings and tremendously impatient. This behavior definitely does not
contribute to people wanting to voice their opinion and participate. In contrast, Dubrin explains
that a participative leadership style demands for teamwork approach where the leader does not
try to govern the group.

From the documentary The triumph of the nerds we may bring to a close that his humbleness
levels are very low, bringing his personality in conflict of the requirements for a participative
leadership style. This documentary has Jobs talk about some of his less successful episodes,
blaming others for the losses.)

Entrepreneurial


At the same time Jobs is being described as
entrepreneurial: Jobs may be a multibillionaire, but
that hasnt cut into his work ethic. He brings an
entrepreneurs energy to tasks many CEOs would see as beneath them.
Dubrin defines an entrepreneur as someone with a strong will for achievement and a sensible risk
taking, high degree of enthusiasm, tendency to act quickly on opportunity, being impatient,
visionary, amongst others. From the above discussion we have seen already, that Jobs can be
described as being enthusiastic and a creative thinker, being impatient and having a strong will for
achievement. Additionally, Jobs has taken risks and seized on opportunities many times in his
career, for instance when leaving Apple (though being forced to) and leading Pixar to success, just
to come back to Apple some years later and saving the day for a company in dire straits at the time.
SOME ENTREPRENEURIAL SKILLS OF STEVE JOBS:

Steve Jobs is one of the most successful entrepreneurs of our generation. His success story is
legendary. Put up for adoption at an early age, dropped out of college after 6 months, slept on
friends floors, returned coke bottles for 5 cent deposits to buy food, then went on to start Apple
Computers and Pixar Animation Studios. There are following characteristics as an entrepreneur
STEVE JOBS have and also recommended. These 12 skills reflected in STEVEs personality and
in his work as well.
1. Do what you love to do
2. Be different.
3. Do your best.
4. Make SWOT analysis
5. Be entrepreneurial
6. Start small, think big
7. Strive to become a market leader
8. Focus on the outcome
9. Ask for feedback
10. Innovate
11. Learn from failures
12. Learn continually


POWER & POLITICS

In 2007, Fortune named Steve Jobs the Most Powerful Person in Business. In 2009, the
magazine named him CEO of the Decade. Jobs, CEO of Apple Inc. (NASDAQ: AAPL), has
transformed no fewer than five different industries: computers, Hollywood movies, music,
retailing, and wireless phones. His Apple II ushered in the personal computer era in 1977, and the
graphical interface of the Macintosh in 1984 set the standard that all other PCs emulated. His
company Pixar defined the computer-animated feature film. The iPod, iTunes, and iPhone
revolutionized how we listen to music, how we pay for and receive all types of digital content, and
what we expect of a mobile phone.
How has Jobs done it? Jobs draws on all six types of power: legitimate, expert, reward,
information, coercive, and referent. His vision and sheer force of will helped him succeed as a
young unknown. But the same determination that helps him succeed has a darker sidean
autocracy and drive for perfection that can make him tyrannical.

Lets take each of these in turn.
Legitimate power:
People who have legitimate power should be aware of how their choices and behavior affects
others. As CEO of Apple, Jobs enjoys unquestioned legitimate power.
Expert power:
Steve Jobs appears to demonstrate expertise in using unconventional means to transcend the existing order. In 2003,
he developed an innovative business model by persuading the five major music labels at the time to try selling songs
individually for 99 cents. This led to the birth of the successful iTunes store. Jobs also took an active role in the
development of the innovative Apple retail stores.
Reward power:
Reward power tends to accompany legitimate power and is highest when the reward is scarce.
When Steve Jobs ran Apple, he had reward power in the form of raises and promotions.

Information power:

Experts tend to have a vast amount of knowledge or skill, whereas information power is
distinguished by access to specific information
Coercive power:
Steve Jobs has been known to use coercion: yelling at employees and threatening to fire them.
When John Wiley & Sons published an unauthorized biography of Jobs, Jobs response was to
prohibit sales of all books from that publisher in any Apple retail store.Hafner, K. (April 30,
2005). Steve Jobs review of his biography: Ban it. The New York Times, p. Technology In other
examples, John D. Rockefeller was ruthless when running Standard Oil. He not only undercut his
competitors through pricing, but he used his coercive power to get railroads to refuse to transport
his competitors products
Referent power:
Referent power that are gained from admiration, respect and knowledge respectively. The
common interesting thing of these Steve jobs is that their knowledge did not come from academic
training but from their own experience. This seems to increase his personal power as they got
unique knowledge of how to do their jobs well.

Those who work with him say Jobs is very hard to make happy. However, they also say that this
means that Apple employees work hard to win his approval. He has the ability to pull the best out
of people, says Cordell Ratzlaff, who worked closely with Jobs on OS X for 18 months. I learned
a tremendous amount from him. Jobss ability to convince and influence has come to be called a
reality distortion field. As Bud Tribble put it, In his presence, reality is impressionable. He can
convince anyone of practically anything. Hertzfeld describes his style as a confounding blend of
a charismatic symbolic style, a strong will, and an enthusiasm to crook any fact to fit the purpose at
hand. The influence works even when youre aware of it, and it works even on enemies: No
other high-tech impresario could walk into the annual sales meeting of one of his fiercest rivals and
get a standing ovation, which is what Jobs got in 2002 from Intel Corporation (the ally of Apple
archrival Microsoft in the partnership known as Wintel: Windows + Intel). Jobss power is not
reliable he was ousted from his own company in 1987 by the man he hired to help him run it. But
he returned in 1997 and brought the company back from the edge of failure. The only years that
Apple was not making money were the years during Jobss absence. Many are watching to see how
Apple and Jobs succeed with the iPad in 2010.
TEAM LEADER
Steve Jobs creative brilliance went beyond designing products. He applied
his perfectionism equally to designing his team. Steve Jobs has left us bits of
wisdom about hiring and retaining talent that should live on in businesses
everywhere. Here are some of my favorite themes from his philosophy.

On choosing the right people:
I noticed that the dynamic range between what an average person could accomplish
and what the best person could accomplish was 50 or 100 to 1.Given that, youre
well advised to go after the cream of the cream.A small team of A+ players can run
circles around a massive team of B and C players. Steve Jobs
Finding the needles in the haystack is what Jobs called finding his A+ players. Steve Jobs believed
that recruiting was the most important thing he did. He managed all of the recruiting for his team;
never delegating it. Everyone who made it to a Steve Jobs interview had to be really smart;
competence was his bet. But his real issue, he says, was Are they going to fall in love
with Apple? Because he believed that if they did, everything else would take care of
itself. If people put what was best for Apple before what was best for them, they were
probably a culture fit.
On leading with a clear, compelling vision:
Being the richest man in the cemetery doesnt matter to me. Going to bed at night saying weve
done something wonderful, thats what matters to me.Steve Jobs
Steve Jobs once said, I want to put a ding in the universe. I dont think theres a question in
anyones mind that he succeeded. And the credit? It always went to his field of A+ player. He put
his faith in his people, not in technology, which for him was just tools that either worked or didnt.
He believed that people were basically good and smart, and if you give them tools, theyll do
wonderful things with them.
He knew the Mac would sell zillions, but he and his people built it for themselves, not for the
market value. It was his people who were the judges of whether it was a great product or not.
Market research wasnt necessary.
On being excellent
For the past 33 years, I have looked in the mirror every morning and asked myself: If today were
the last day of my life, would I want to do what I am about to do today? And whenever the answer
has been No for too many days in a row, I know I need to change something.Steve Jobs

Although it is Jobs who has always been the face of Apple, he was always careful to say that the
success of Apple was not down to a single person. In a 60 minutes interview in 2003, he said

My model for business is The Beatles. There were four guys who kept each others, kind of,
negative tendencies in check. They balanced each other, and the total was greater than the sum of

the parts. And that's how I see business. You know, great things in business are never done by one
person. They're done by a team of people. Steve Jobs (2003)

Whether you're a team leader, a supervisor, a first time manager, senior manager, head of a
company Jobs makes a very important point. Too often employees complain that the work they
do is not recognized. If youre in any supervisory, management or leadership position remember
to acknowledge the work and successes of the people you work with, not just to them, but also in
the public ground. Staff are often motivated to go the extra mile when they receive regular praise
for the work they've done.

Successful teams are those that comprise of people with different gifts and expertise that are able to
balance each other and the team together can gain more success than each individual. It should be
a warning note to anyone who thinks they can work successfully on their own in a company
environment when they are part of a team.

Now theres another leadership lesson to be learnt from Jobs that is less positive. It is often
repeated that regardless of his brilliance, Jobs was often quick-tempered, demanding and often
difficult to work with and some of his staff were afraid of him. Whether he was aware of this I
dont know, but its a poor leadership model to follow. Fear actually doesnt get the best out of
people even though some managers and leaders believe that its worth it because it
makes staff work harder. It may force people to work harder, but it doesnt make
for a happy workforce or encourage innovation.

CONCLUSION:
But to finish on a positive note, because there are so many positive things to say
about the man who was responsible for changing the way people use computers,
communicate on the phone and listen to music. In the design of all his iconic
items Jobs not only wanted to give the customer great functionality, he also
wanted the goods to all be aesthetically pleasing. So successful was he in doing
this that many Apple customers are often repeat customers buying updates when
they are available or purchasing the next new item. Jobs focused on providing
customers with goods they wanted or identifying a need and fulfilling it. Its why
Apple has been so successful. Steve Jobs leadership will be truly missed. There
are two things everyone knows about Steve Jobs. He pushes his employees to
make some pretty impressive and market-changing products. He's also a horrible
person to work for. Now the Harvard Business Review confirms, once again, the
latter. In sum, Steve Jobs was much more than a CEO. He was an artist. When
he set out to develop a product, he approached it as a poet. His computers,
music players and phones were not merely technical gadgets, they were paintings.

Jobs was not interested in function alone. He saw the world as an artist would and his leadership
style reflected the heart of a master sculptor. So, Steve Jobs did in fact conform to certain well
known rules of leadership. Some elements of his style might have seemed counter-productive at
first glance. But the things that made him successful were actually fairly common criteria
associated with successful leadership. And that means that leadership theories are still relevant
despite apparent counter-examples. Just as Jobs innovations and vision will remain relevant for the
foreseeable future.

FINAL PROJECT

S



IQRA LATIF 11031
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SUBMITTED TO: SIR AMJAD ALI