Analysis of Steve Jobs' Leadership at Apple Inc. - BUS 501

This report provides an in-depth analysis of the organizational behavior and leadership strategies employed at Apple Inc., with a particular focus on the leadership style of Steve Jobs. The report begins with an introduction to Apple Inc., highlighting its history, products, and market position. It then examines Jobs' autocratic leadership style, its impact on decision-making, innovation, and employee relations. The report discusses the advantages and disadvantages of this approach, including its efficiency in driving innovation and its potential negative effects on employee morale and development. Furthermore, the report explores alternative organizational behavior models, such as custodial, supportive, collegial, and system models, comparing and contrasting them with Jobs' approach. Finally, it offers recommendations for alternative leadership solutions that could potentially enhance employee motivation, foster a positive work environment, and ensure the long-term success of the organization. The report concludes with a discussion of the challenges and opportunities associated with implementing these alternative strategies.

Running Head: ORGANIZATION BEHAVIOR AND LEARNING 1
Organization Behavior and Learning
Name:
Institution

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Introduction
Apple Inc. is a multinational company headquartered in Cupertino, California in the
United States. The company designs and sells software, consumer electronic products and offers
online services such as the cloud-based service. The company was founded in 1976 by Steve Job,
Steve Wozniack, and Ronald Wayne to develop and sell Apple I. it was incorporated as Apple
Computer Inc. in January 1977 and the company went public in 1980. The company is known for
the production of high-end products such as iPhones, iPods, and MacBook. The company uses
premium pricing and it’s the strongest and most recognized brands worldwide. The CEO of the
company, Steve Job was ousted in 1983 but continuous loss and high competition led the
company to rehire him back in 1997 (Toma & Marinescu, 2013). Job leadership principles
revitalized the organization behavior of the company and Apple soon shifted back to profit-
making ways through the launching of additional product to the product mix of the company and
opening of Apple retail stores. The company also expanded its software portfolio by acquiring
different companies and launching of its iPhone product line in 2007, much to widespread
acclaim and financial success. In 2018, Apple became the first public company in the US to be
valued at over 1 trillion US dollars (Fogliasso & Williams, 2014). The study will focus on the
organization behavior and leadership strategy used by Steve Job, addressing the issue that
manifests from such leadership style, focusing on the alternative organization and leadership
model and recommending alternative solutions.
The leadership model of the former Apple CEO, Steve Jobs, was viewed as being
authoritative. He made decisions with minimal consultations, and his decision was quickly
enabling him to address changes in the competitive environment with much ease. He is always
described as being obnoxious and rude and his quest for perfection makes him domineering and

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instill fear among the workforce. Despite his autocratic leadership model, Steve job was efficient
by instilling both innovation and creativity in the company. He is credited by introducing
iPhones and iTunes to the company. Although his ways of leading autocratically enabled faster
decision making, it prevented the development of the employees and deprive them the
opportunity to gain experience. The employees were not developed for future management roles.
Additionally, the autocratic approach of Steve job de-motivated the employees and increased
work stress and pressure to meet set deadlines (Miao, Newman, Yu & Xu, 2013). It also
impacted the relationship between the employee and the management as they were not involved
in key decision making regarding their welfare such as their working conditions. Steve Job was a
perfectionist who did not take no for an answer. Although his leadership technique resulted in
some kind of success in Apple performance, it affected the most important asset of the company,
the human resource.
Autocratic organization behavior model tends to instill authority on the staff. In this
model, the staff and subordinates are not involved in decision making and have little autonomy.
The leaders practicing this model have absolute power over the workforce. The fundamental
principle of this organization behavior model is that the management poses enormous skills and
expertise than the average employee who is short of those skills, therefore, he needs to be fully
guided and supervised (Epitropaki, Sy, Martin, Quon & Topakas, 2013). However, most of the
employees resent this kind of leadership model and it leads to high employee turnover and
increased level of staff absenteeism. Autocratic model is a classical approach to management and
relies on the use of punishment and threats to influence the workforce. However, the
authoritarian model is effective for making the decision in limited time, managing new and
untrained staffs, and managing employees when they do not conform to the other leadership

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models. Although there have been cases where autocratic leadership model in managing
organizational behavior has been effective, it is very hard for such a leader to maintain a good
rapport with the staff. In the contemporary organization, a good leader is the one who integrates
his employees and listens to their input. This leadership style is highly attributed to employee
resentment and reduced motivation in the workplace (Strom, Sears & Kelly, 2014). If the
company strategy includes building the employee motivation and fostering work relationships,
autocratic leadership model will curtail this process. Autocratic organization behavior model is
generally stressful for the employees and makes the working environment hard. However, there
are situations where this form of leadership is appropriate (Schaffer, Sandau & Diedrick, 2013).
For example, emergency situations call for quick and swift decisions. In such times, the
subordinates may prefer the type of leader who will guide them during the times of pressure
(Tonkin, 2013). However, this model becomes stressful when the pressure is off. At such times,
the employees feel domineered and not actively involved in the decision-making process of the
organization. Steve jobs preferred autocratic leadership for effecting quick decisions and having
control of the organization (Heracleous, 2013). He was demanding towards the employees and
made a deadline that seemed quite impossible to meet. He was also quick at firing those
employees that did not meet his set standards. The communication style of an autocratic leader is
generally one way. They give orders to the employee with no mechanism for feedback. They
make unilateral decisions and accomplish their set standards by directing the workforce.
Apart from the autocratic model of organizational behavior, there exist other models that
shape behavior and leadership within the corporate world. Those models include custodial,
supportive, collegial and the system model (Amanchukwu, Stanley & Ololube, 2015). Custodial
model is based on providing economic incentives to the employees so as to foster motivation and

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loyalty. This model is associated with the transformative leadership style that motivates the
employee towards positive change (Ghasabeh, Soosay & Reaiche, 2015). Transformative leaders
exhibit emotional intelligence, passion, and energy. It also leads to increase the wellbeing of the
workforce. The custodial model, however, creates a self-centered work environment that negates
teamwork. The employees become very competitive on an individual level to acquire the
financial incentives of their performance. If not effectively controlled, it may breed jealousy and
animosity between the employees due to the competitive nature of the model. This model is best
at making the employee happy but does not necessarily increase productivity (Moriano, Molero,
Topa & Mangin, 2014). The employees are generally driven by the rewards they receive for their
performance. The model also requires the organization to be strong financially, least the
employee may become de-motivated and search for other better opportunities.
The supportive model of organization behavior implies that the employee is self-
motivated and has critical values and insight to contribute to the organization. This model is built
specifically around the concept of democratic or participative leadership. The managers are
encouraged to set a good example to the workforce by involving them in the decision making,
being physically available and involving themselves in various activities within the organization
(Parris & Peachey, 2013). The manager has to create a supportive environment for the
employees. Through the participatory leadership model, the employees are given the autonomy
to develop their own strategies and take initiatives. The employees are not only supported
through benefits but also through training and development programs as well as mentoring. The
manager, therefore, has to be seen as a positive facilitator committed to the employees. This high
degree of employee satisfaction increase productivity and improve the performance of the
organization. This organization behavior view highlights that the employees should be well

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nurtured and developed in the organization to help foster a positive working environment. The
model is widely accepted in developed countries as self-actualization is the key motivator for the
employees. In the developing world, the social and economic needs are different. This is because
the supportive model does not focus on money as a key retainer for the employee but an all-
inclusive working environment.
The collegial model totally abolishes the caste system and the employees are either in
minimal to no supervision. This system has no boss or subordinates and every employee has to
work in coordination with the other to achieve target rates. The function of the manager in this
type of system is only guidance, as a coach, for the generation of better performances and
creating a positive working environment. This model advocate for teamwork among the
colleagues and it is an extension to the supportive model (Sharma & Jain, 2013). According to
the collegial model, cooperation among the members of a team is significant for the completion
of any given task. It requires the members of the particular team to have motivation and high
self-drive and develop a sense of responsibility towards their given task (Yammarino, 2013).
This management style is attributed to fostering motivation, and a positive attitude to the team
and enable them to achieve key goals, consequently improving the culture of the organization.
The employees, therefore, perform well not because of fear of reprisal, but they develop a sense
of responsibility and they want to make a difference in the organization. This model of
organizational behavior is in tandem with the laissez-faire model of leadership (Aithal & Kumar,
2016). A laissez-faire leader does not engage in the working of the subordinates but gives them
the leeway for them to make their own decision (McCleskey, 2014). This type of leadership is
effective for an already experienced team who need minimal to no supervision. The team should
also be highly skilled and competent, motivated and able to take initiatives. However, this type

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of leadership does not work well outside of this environment. If not well control, it can result in
an increased operating cost and poor production. Additionally, due to its teamwork form of
operation, it can result in individual employees not accepting personal responsibility. In the
collegial model, some organizations have abolished such privileges as designated parking space
for the managers and established a common parking space. This fosters convenience and makes
the employees comfortable. This organization behavior model contributes to the feeling of
acceptance and inclusivity by the employee.
The system model is a new model emerging in the contemporary era. It is as a result of
rigorous research to give meaning to the theory of working. Rather than viewing the employee in
isolation, the system model aims at integrating the workforce with their dynamic skill sets into
the overall functions of the organization. Contemporary employees are not only concerned with
salary or job security, but they also need the assurance that they are receiving some values to the
effort they put in the work (De Spiegelaere, Van Gyes, De Witte, Niesen & Van Hootegem,
2014).. Additionally, they consider integrity, ethics, respect, and trust as fundamental values in
the working environment. In the system model, the leader is not only concerned with getting the
work done but they have also to consider other humanistic values. The leader has to show
emotional intelligence, be compassionate towards the team and must show their sensitivity
towards a diverse workforce (Metcalf & Benn, 2013). The manager has to develop a feeling of
positive work environment by advocating for hope, optimism, courage, self-determination, and
trust. When such aspects are clearly defined, the results to a longtime commitment and loyalty
from the workforce. The managers should also show social intelligence and authenticity and
transparency (Morgeson, Aguinis, Waldman & Siegel, 2013). This is by fostering inclusivity and
making the team feel part of the project, consequently increasing their efficiency and output.

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Through this, the workforce develops inspirations and motivation and give their best to meet the
objectives of the organization. The word system, therefore, comes from the view that the
manager has the task of holding together the team.
The above models have evolved due to the changing needs of the workforce with each
being a stepping stone for a more productive one. This means that there is no single model that
can be used in an organization setting and produce 100 percent efficiency (Pihie & Bagheri,
2013). The change in human behavior, perception and studies and social conditions have all
played a role in changing the workplace as new theories of management are being constantly
introduced. I will recommend that Apple Inc. reevaluate their business operations and
incorporate part of each model that best increase efficiency. All of the above models can be
modified and applied in many different ways. For example, Apple CEO Steve Job should have
shunned away from the autocratic model and adopted a more subtle approach. As much as the
autocratic is effective for quick decision making, it highly impacts the morale of the employees
and decreases productivity. Steve job should embrace the aspect of giving rewards of cash
incentives to high performing employees, as stipulated by the custodial model, in order to
motivate the workforce. He should also involve the employees in critical decision making and
weigh their input on matters affecting the company. The workforce is comprised of a different
specialist in each field and their input may best solve any arising issue. By adopting the aspects
of the supportive model, he also nurtures and develops the leadership skills of the workforce as
this improves the human resource asset of the company. He should also highly apply the system
model as it is the most effective model in the contemporary era. Apple management should build
a strong employee relationship by adopting ethical principles in their operations and engaging in
corporate responsibility activities such as environmental conservation, charity programs, and

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community empowerments. Such programs give the workforce a sense of purpose displayed by
the organization and cements their loyalty and sense of belonging. Additionally, Steve Jobs
should have focused on workforce diversity by employing people from the different cultural
background. Diversification will greatly help the company when expanding to the global market.
Additionally, these will attract contemporary investors as the company will be viewed as being
socially responsible.
Conclusion
Organization behavior and leadership models develop roles for the individuals working in
the business to create goals and objectives that will result in organization culture. The above-
evaluated organization models are common in today organization setting with autocratic style
presenting a direct way of running a business. This model gives the leader absolute powers to
make decisions and is widely used in franchises. Apple is among the franchises, and the
businesses under its control were required to conform to the operating standards of the CEO,
Steve Jobs. As discussed, this form of leadership and organization behavior can affect the morale
of the workforce. Steve Job was a tyrant leader and he himself openly admitted that his job was
not to be soft on people. He created a ruthless organization culture at Apple. Contrary, his system
of leadership impacted positively on Apple with the company flourishing and attaining success
heights. However, this came at a cost of disgruntled employees and an increase in pressure in the
working environment. If this type of leadership is not controlled, it can easily result in dismal
performance by the employees. It is imperative for organizations to follow the discussed
recommendations to build a more effective and efficient organization behavior and leadership
style.

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