To summarise the unit's learning experience, each student will do independent research and prepare a report that analyses leadership methods and problems within a chosen organization. The following will be covered in the essay:
Steve Jobs's management style served as Apple's first model for leadership. Steve Jobs, Steve Wozniak, and Ronald Wynne formed Apple's worldwide technology business in 1976. Apple is the biggest manufacturer and retailer of consumer devices, software, and internet services. Steve Jobs used an authoritarian leadership style to oversee the diverse range of operations at the corporation. The present debate includes examining Apple's leadership style and discussing the organization's management procedures and issues. The authoritarian leadership style certainly facilitates the organization's effective formation. This type of leadership is no longer practiced in companies and is waning in popularity. The strict decision-making process has some degree of efficacy since the management style benefits the company organization early in the institution's formation.
An American global technology business, Apple Inc., was shaped by Steve Jobs' management style. Apple is a market leader in producing and distributing consumer devices, software, and online services. Steve Jobs served as the company's chief executive from 1997 until 2011. Steve Jobs used an authoritarian management style to oversee extensive corporate activities (Rast III, Hogg and Gessner, 2013, p 640). Their character attributes primarily influence the choice of a leader's leadership style. A leader chooses a leadership stance that is suitable for the organization at that particular time. Apple's leadership has helped the corporation reach new heights in the global electronics industry (Grint, Jones, Holt and Storey, 2016, p 3). The present discussion focuses on Apple's leadership style, which leads to an analysis of the company's leadership methods and problems.
Steve Jobs founded Apple Computer Inc. due to his desire to simplify technology. Innovative items are among Apple's offerings, and Steve Jobs inspired staff to simplify electrical devices (Ghasabeh, Soosay and Reiche, 2015, p 460). New technical innovations and the release of new items that can help them dominate the market are among Apple's main tasks. A worldwide corporation, Apple is based in Cupertino, California. It is among the most critical global technology businesses. The firm produces several hardware items that set it apart from the rest of its global rivals. It also sells a variety of software items on international markets. It provides several services, including Apple Music, Apple Pay (cash), the App Store, and others worldwide. Operations, production, sales, services, logistics, and research and development are the primary divisions of the organization's organizational activities. The company's research and development division is a significant area of concentration for the organization and its leadership. The research department is responsible for developing new goods and services and formulating the company's strategic direction. To determine the company's future course, the CEO works closely with the research and development staff (Toegel and Barsoux, 2012, p 57). Steve Jobs's work with the R&D team was primarily focused on assisting with attempts to make the firm successful.
The effectiveness of Steve Jobs' management style at Apple saved the company from bankruptcy in 1997. By revolutionizing seven sectors, including animated films, personal computers, phones, music, retail shops, tablet computing, and digital publishing, he contributed to developing the most valuable firm in the world (Bel, 2010, p. 50). According to legend, Steve Jobs belonged among America's greatest inventors. He brought about concentration and simplification by taking responsibility for the whole process while leapfrogging. He also always puts the needs of his customers above those of his bottom line. He also inspired his team members to resist the pressure to conform to focus group demands. According to Steve Jobs' detractors, the focus was one of the most important aspects of his management style. He did not allow interruptions as he worked nonstop (Sharma & Grant, 2011, p. 18). While working, he loved the simplicity and shied away from hassle. His constant drive and will to succeed in the business were directed at achieving impossibility. His objective was to achieve excellence at the expense of financial gain.
This kind of leadership involves giving instructions rather than allowing subordinates to make decisions (Grint, Jones, Holt and Storey, 2016, p 3). When Steve Jobs was in charge, an authoritarian management style was used, which was very transactional and gave the leader great control over the team's members. Even if the team's interests encompassed those of the organization, only a little involvement was requested from them. While many people despise him and his management style, others find it admirable. Employee complaints under Steve Jobs' leadership style presented the most significant obstacle (Hitt, Haynes and Serpa, 2010, p 440). Many workers found it frustrating to be excluded from the company's decision-making processes, even when doing so would have been to the company's advantage.
Autocratic authorities frequently demand action after giving orders. Employees that work under an authoritarian boss have minimal autonomy and are not involved in decision-making. An extreme type of corporate governance known as authoritarian leadership gives managers complete control over the people on their teams or staff. Even if their suggestions are in the best interests of the team or organization, employees and team members have little chance of getting them implemented.
This kind of treatment is often despised, which causes absenteeism and significant worker turnover. Although Apple employees were highly competent and experienced in their fields, this leadership approach frequently resulted in inefficiency inside the organization. Although this kind of management is quite effective with low-skilled workers, it is less successful with staff like those at Apple. This type of management is more conventional and depends more on reprimands to influence subordinates (Allio, 2013, p. 5). An autocratic leadership style would be more acceptable when Job was the head of an entrepreneurial organization with a tiny firm, as was the case initially for Apple.
After being appointed CEO, Steve Jobs adopted an authoritarian style of leadership, which has been frequently criticized by many. Steve Jobs was named Apple's acting CEO by the company's management board in September 1997. Because of his frequent authoritarianism, lack of collaboration, and speedy decision-making, Steve Jobs could respond swiftly to changes in the corporate environment. During the sessions, his conduct and authoritarian demeanor were criticized as harsh and obnoxious. He has a magnetic charisma that some find frightening since he strives for perfection.
The benefit of Steve Jobs' leadership style is that it frequently pressures employees, making the workplace uninteresting (Kaiser, McGinnis, and Overfield, 2012, p 119). Like other leading styles, nevertheless, there are instances and circumstances where the style is acceptable. It is effective for X-theory personnel since it gives managers the power to make all the choices, but it is eventually ineffective. Employees of Y-theory cannot respond. Future leaders need to be given training there. In situations at work where action must be taken right away, authoritarian leadership may be the best approach. Surprisingly, adjusting to this style does not take much effort because most employees have already worked under an authoritarian leader.
In conclusion, authoritarian leadership is extraordinarily successful but may be stressful if there is excessive pressure to isolate oneself from one's subordinates or coworkers (Lunenburg, 2012, p. 7). For instance, Steve Jobs favours an authoritarian approach to making judgments more quickly while maintaining control. Although he frequently seems unable to achieve his deadlines, he has improved his Job in many respects.
The communication approach of authoritarian leaders is sometimes referred to be a one-way street, which is one of their faults. These supervisors' input is typically unplanned (Owens, Wallace and Waldman, 2015, p 1203). Decision-making is typically biased, and human resource management is used to accomplish the objective.
Tim Cook took over as Apple's CEO after Steve Jobs. Cook's leadership style, which has improved organizational performance, is advised for the current organization. Cook's leadership style was heavily transformative and brought about changes in the organization based on Steve Jobs's style. Cook's management style is categorized as democratic, although some people think he has incorporated parts of Job's fabled methods into his leadership ethos. Cook is characterized as having a personable and intelligent approach along with a bold vision. Instead of inventing new items, he focuses on improving his relationships with customers, partners, and staff. Cook has a reputation for being reserved and for being able to influence team leaders.
Nevertheless, some detractors have noted his lack of enthusiasm and desire. As a result, Apple has refrained from entering new product categories and has lower profit margins than its rivals. Thus, a few suggestions for the organization to improve leadership practices include:
Steve Jobs' authoritarian management style ensures that the organizational success processes are followed. This type of leadership is now only used in some organizations and is steadily losing popularity. Entrepreneurial firms benefit from the leadership style in their formative and early years, ensuring an effective decision-making style. Employees have much influence in larger businesses, and a structured culture governs decision-making. Such democracy keeps employees motivated, ensuring productivity inside organizations. After Steve Jobs left, Tim Cook became Apple's CEO. Tim Cook has effectively taken over and developed into an inspiring leader. Tim Cook was a democratic leader, facilitating the creation of consensus among staff, particularly senior management, for making business-related strategic choices.
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