Case Study: Steve Jobs; one of the most prosperous business leaders in technological field, was the former

CEO of Apple Inc. He was born in 1955 in California. In 1976, with the assistance of his partner Steve Wozniak, Steve founded the Computer Company named as Apple Inc. Expertise in leadership include elements such as effective communication, establishing the goals, foreseeing the future, uniting the support for visualization, planning for the implementations and putting the plans in place Reinertsenet al., (2005). It just took them a year to perceive the launch of their next product i-e the Apple II whose prosperity constituted Apple as one of the most expeditiously growing brands in the edgling personal computer (PC) industry. After introducing the Apple products in market in 1980 and by 1983, Steve Jobs was probing for a well experienced corporate manager to look after the companys perpetuating expansion. John Sculley was hired from Pepsi Cola in the meanwhile. And when Macintosh was launched, whose groundbreaking design was surely one of the key steps upfront in the development of todays utilizer-cordial PCs in market in 1984. Just after a year, Jobs fell out with the Apple board and John Sculley left the company. Jobs went on to found the computer company NeXT, whose workstation products were visually perceived as ground breaking and influential, but they were too costly to be launched in market, he wasnt expecting an immensely colossal prosperity as he got with Macintosh. By the early 1990s, NeXT fixated on software amendment instead of hardware, and Apple was going through sundry money related quandaries as the PC market commenced to get preponderant. In 1996, NeXT was bought by Apple in 1996, and Jobs was appointed as interim CEO in 1997. As it is clear the role of transformational leaders encourage others, create clear vision, and set direction. This style would encourage great loyalty, trust, commitment and respect from employees which in result increase the overall efficiency of organization (Tucker and Russell, 2003). Jobs kept on struggling to get Apple touch the skies in case of profits in order to obviate financial collapses as afore. Labich, (1988) in Fortune magazine argued that "By demonstrating grace under pressure, good leaders inspire those around them to be calm and act intelligently. The technology bought in with NeXT, sanctioned an incipient operating system to be developed and Jobs was proximately concerned with the development and launch of the band incipient brightly-coloured and inspirational iMac in 1998. Jobs preferred utilization of I prefix for further inventions as its renaissance under him perpetuated, which include the prosperous and famous iPod Music Player and iTunes software to fortify it. Jobs had act accordingly and adapted the situational leadership qualities. It is very important to adapt situational leadership style in better way because situation and nature of people both is complex to handle (Glitinane, 2013). This prosperity provided Apple with a whole new incipient set of options in music and entertainment. Then in 2007 came the iPhone and Macbook Air, engendered from an A4 envelope at the launching ceremony in 2008. Steve Jobs, however, wasnt the man working on just one single field. In 1986, he bought a computer graphics operation from Lucaslm and renamed it Pixar, which became one of the leading players in computer animation afterwards. Collaborating with Disney, it engendered a sundry amount of prosperous animated movies including the award winning Toy Story in 1995 to the surprising, multi-award-winning box-ofce hit Wall-e in 2008 design principles of the

character Eve were all made up by Apple. Disney and Pixar merged afterwards, Jobs being left as an important shareholder in Disney and a member of the Disney board. It is important that leadership developers should first establish a base for evaluating leadership effectiveness, and then making the policies for experimentation that will establish a pivotal and statistically significant relationship between leaders competency and training initiatives Allio (2005). Steve Jobs can be included in one of the most optically discerned group of prosperous young men who were responsible for revolution of information to transpire over the last 30 years. These young entrepreneurs werent always academically prosperous (like Michael Dell, Jobs dropped out of college), they dressed casually and thought unconventionally, and in short they were not homogeneous to the traditional suited booted businessmen. Albeit their leadership style and manner differed a lot, they apportion a dedicated, driven, even obsessive approach to work coupled to a vigorous vision of the transmutation they want to engender. However, there always has been something different and distinctive about Apples strategy to deal will things and set them out in place, resulting in the erce adhesion that often inspires Apple users. As one commentator put it: Lodged in the DNA of Silicon Valley, there is a revolter gene kenned as Apple Computer. Most of the other ingredients are the generally uniform, inoffensive elements you would expect to nd in the soul of an engineer . . . The Apple gene emanates from an altogether different place. Its essence is one part design flair, two components marketing hype. It carries elements of jeopardytaking and inventiveness. It is proximately intertwined with the technical drive that pervades Silicon Valley and is the source of occasional startling originality, yet the technology is always subservient to something else. If Apples genetic make-up stands apart, it owes much to Steve Jobs. The center point of Apple being called as the personality of their leader Jobs can be verified by lots of evidences. No one supplied the inspiration and imagination, but Jobs; he was the companys only face. Whenever there was an incipient product to be launched, he as the CEO always stepped in to distribute unboxing the product verbalization, including whatever had to be done for the prosperity of this incipient product. Leadership style can have effect on willingness of employee to apply some extra effort, work satisfaction, burnout, and productivity (Bass and Avolio, 1993). As a recent report observed, his verbalizations at Apple conferences seemed to be more like rock concerts than corporate events with Jobs center stage. Achieving such amount of attention from the audience. What was it that commanded such attention in his verbalization? The words passionate, charming, inspirational, abrasive was much more representative, with many expressing much more vigorous views. He valued pristine ingenuity very highly, but in the thousands of words indited about him in the cyber world, adjectives such as tolerant or easygoing do not feature very often. Jobs was the man who used to set standards for himself and then authoritatively mandated the same level to be reached by everyone else around him. This could lead to disappointment, frustration, anger and on occasion astringent treatment of those who were optically discerned as having let him and the company down. Jobs provided an insight into this mentality in an interview in 1995 with the Smithsonian Institution. He said as followed I always considered part of my job was to keep the quality level of people in the organizations I work with very high. Thats what I consider one of the few things I actually can contribute individually . . . to instil in the organization the goal of only having A players. The difference

between the worst taxi cab driver and the best taxi cab driver to get you across town Manhattan might be two to one. The best one will get you there in fteen minutes, the worst one will get you there in a half an hour. . . . In the eld that Im in the difference between the best person and the worst person is about a hundred to one or more. The difference between a good software person and a great software person is fty to one. . . . Therefore, I have found, not just in software, but in everything Ive done it really pays to go after the best people in the world. Its painful when you have some people who are not the best people in the world and you have to get rid of them; but I found that my job has sometimes exactly been that: to get rid of some people who didnt measure up and Ive always tried to do it in a humane way. But nonetheless it has to be done and it is never fun Jobs aim was not to earn money, despite him becoming affluent over most of his career. What drove him was innovation. He was the man who wanted to transmute the world, always aiming to put a ding in the universe by not only coming up with technological innovations but also to come up with the imagination of revolutionary products who should have an impact on everyday lives of people. The prosperous invention of products like Macintosh and iPod have the formula abaft them including the Technological Excellence, Design and marketing, but also many that did not authentically connect commercially. Business strategy commentators sometimes observe that the authentic money is to be made by transmuting the way a business works, not by pristine innovation. Although this authoritatively mandating sanctioning agenda has had its costs, both for the company and for Jobs personally. According to Dell, business-model innovation will earn you lots of money. But on the other side, Apple and company believed in the technical innovation; they believed it to be a source of earning lots of adoring fans. Your incipient product isnt an innovation if it doesnt engender enough money to cover costs and make a prot. Its art If wealth is the scorecard, then Steve Jobs, who was at 178 on the 2009 Forbes list of the worlds richest people, doesnt come proximate to Bill Gates at number one or Michael Dell at 25. Earning money is not consequential as compared to transmuting the world, thats what Jobs believed in. The impression he wanted to give to the people was that earning money was not his goal. The Succession Problem If we compare Jobs with Bill Gates, we are remotely directed to something different. Bill Gates owned a company that was kindred to the ones led by vigorous and charismatic bellwethers: in case of succession. A news article verbally expressed that Microsoft was cropping up the orchestration of gradual retirement of Bill Gates from company. They organized his retirement plan it in such a way that Gates role would be split into two components; each successor in the opportune part of role. The pre-promulgated two-year transition was intended to reassure the markets about the future for a post-Gates Microsoft. Things werent so pellucid at Apple. In August 2004, Jobs underwent surgery for a rare form of pancreatic cancer. He survived and was back at work after just one month; but amidst much notional theorization he took a further six months of medical leave in 2009. His unreliable health condition made people wonder about Apples prosperity being indulged into doubt. Although Jobs himself seemed sanguine; Recollecting that Ill be dead soon is the most paramount implement Ive ever encountered to avail me make the immensely colossal culls in life. Nevertheless, this remains a consequential question for the company. A quote from venture capitalist Michael Moritz sums up Jobs importance to Apple

Being one of the most intriguing, a pristine and ingenious businessman of the last 50 years, Jobs was a starkly remarkable man. His achievements at both Apple and Pixar over the last decade made the doubters believe in him, who verbally express that no individual can transmute the course of a company or industry. Let alone two companies or industries, but doing things in a usual manner wasnt how Apple does it and it may be that asking about succession orchestrating was missing the point about the way the organization is run. What Apple today is, all due to Steve Jobs, because under his leadership, charismatic and demanding authorization has pervaded Apple. The question must now be faced: is it infeasible to supersede the magic of Steve Jobs, or was he awesome, but not the entire company.
Discussion and Analysis

References: http://www.answers.com/topic/steve-jobs 2) 3) Waters, R. Apple Bites Back, Financial Times, 10 June 2005 Naughton, J. and Mathiason, N. Will Jobs Departure Cut Apple to the Core?, Observer Business and Media, 30 July 2006. Oral and Video Histories: Steve Jobs, http://americanhistory.si.edu/collections/comphist/sj1.html, interview dated 20 April 1995 http://www.quotationsbook.com/quotes/215/view and many others Hawn, C. If Hes So Smart . . . Steve Jobs, Apple and the Limits to Innovation, Fast Company Magazine, January 2004, at http://www.fastcompany.com/magazine/78/jobs.html Hawn, C. If Hes So Smart . . . Steve Jobs, Apple and the Limits to Innovation, Fast Company Magazine, January 2004, at http://www.fastcompany.com/magazine/78/jobs.html Naughton, J. and Mathiason, N. Will Jobs Departure Cut Apple to the Core?, Observer Business and Media, 30 July 2006 Shiels, M. Steve Jobs a National Treasure, BBC newswebsite, 15 January 2009 (accessed 23 July 2009)

4)

2) 6)

7)

8)

9)