Leadership Report: Steve Jobs' Impact on Modern Leadership (HTL303)

This report provides an in-depth analysis of Steve Jobs' leadership style, primarily focusing on his transformational approach and its influence on Apple and the broader business landscape. The report begins by offering a brief overview of leadership, contrasting it with management, and then delves into the historical context of Steve Jobs' career, highlighting his early experiences and the formation of Apple. It examines his focus on product design, his ability to simplify complex ideas, and his emphasis on creating a customer-centric experience. Furthermore, the report explores the concept of transformational leadership, identifying how Jobs embodied these qualities through his vision, innovation, and ability to inspire employees. It also considers his demanding nature and his capacity to motivate individuals. The report concludes by summarizing Jobs' key contributions to leadership and his lasting impact on organizational strategy and culture. The report references various academic sources to support its claims and provide a comprehensive view of Jobs' leadership approach.

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Introduction
Over the latest fifty years, the activity has continuously transformed into a vital subject in
the organization composing, a subject of numerous thoughts, making and teaching. It
was seen that the quality work and performance is likely to be recognized wherever am
individual is in the world. Work performance and inner inspiration drives people to
create new things. As initiative comprises a widespread wonder, it is regularly talked
about and investigated in different conditions (e.g., business, scholastic). Initiative isn't
just seriously examined, yet additionally rehearsed in various associations. The
purposes of the study are to show a brief history of Steve Jobs and include his duty to
the present-day activity.
An understanding of what is leadership
The likelihood of leadership is unquestionably not an essential subject to portray and
clarify. Leadership experts often ponder over leadership with respect to one or two or
three instructive fields, for example, social cerebrum look into, human sciences, HR,
sociology, political hypothesis, guidance, religious way of thinking and business. Most
by far of these scientists have a spot with business schools. Various assessments were
focused on the refinement among officials and leadership. In such manner, in case one
wants to perceive leadership from the board or association, one can assert that
leadership makes and alters social orders, while the board and association act inside a
culture .(Heracleous and Klaering, 2017) That is the reason there are differentiates
between the exercises and practices of pioneers and administrators.
A brief history of Steve Jobs
In the mid 1950s, the Santa Clara colony ended up being referred to as the Silicon
Valley, once the developing of a swarm of semi-conductor associations. Along these
lines, Steve spent most part of his childhood in the region of electronic industry. This
welcomed his affinity to technology his eagerness for the field as he grew up. At age 13,
Jobs was introduced to one among the most noteworthy individuals for a long duration:
Stephen Wozniak, more prepared than him with 5 years ahead. A technology child
prodigy, Wozniak went through various hours putting together many devices’
adventures (Seijts and Gandz, 2018). He also was typically going to get-togethers of a
social event of early PC masters and named it the Homebrew Computer Club, a pioneer
of individualized figuring. Around a similar time, Jobs contacted Bill Hewlett and found a
mid year profession at the Hewlett-Packard (HP) generation line. A short time later,
Wozniak himself started working for HP, arranging analyst circuits.
In April of 1976, Steve Jobs decided to open a company which later became the Apple
Computers in his parent’s basement. He was accompanied by his like-minded
acquaintances Ronald G. Wayne and Stephen Wozniak. All of them had a knack for
building technology and together they combined their intellect for the world to see.
Wozniak was an IT wizard; however, he was unable to manage the business and find
sponsors to get the company going. This was where Steve Jobs calling lied and he was
able to help the business by taking the company to new heights. They went on to make

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another company called the Apple II, which prepared mass-exhibit PC and was popular
in and around America. Apple went to become a multi-million company. It gained
revenue of $2.7 million in 1977 and then rose up to $200 milllion by 1980. Steve was
able to hold fats to the growth and expanded the company, making it worth $600 million
by 1982. His accomplishments were seen by the world and he was interviewed by the
time magazine.
Steve Jobs: a futuristic leader
Jobs expanded the Apple II, turning Apple the main PC goliath of the time and the
world's largest productive association. He organized the essential windows arrange with
the Mac, made the mouse and made it a standard Apple device. Jobs also sponsored
Pixar that transformed into the greatest artist ever. In his very own life, he beat threat for
a huge parcel of time. Dismissing a broad summary of dissatisfactions, he was back on
top. Employments was an unusual pioneer. His specific character played a very
important role in explaining the way where he drove the company (Baker and Baker,
2017). For some organization masters and investigators, Jobs is expected to have the
comprehension into the destiny of PCs, a fantasy of things to come and addresses a
perfect instance of the Silicon Valley entrepreneur: individualistic, specific, focused by a
thing structure that joins the valuable introduction and a fantastic a la mode which
"realized a mighty and mentioning style of the officials". He truly acknowledged what he
required and winning with respect to changing his dreams into substances. His life
hypothesis was the perspective of a victor.
Focus
Right when Jobs was called back to Apple in 1997, the company was making a
discretionary show of PCs and other paraphernalia, including twelve particular
variations of the Macintosh. Following a large portion of a month of thing review
sessions, he had his fill. He asked them to stop immediately and exclaimed that it was
“crazy". He took hold of a Magic Marker and went to a whiteboard in bare feet and made
a sets cross section. "This is the thing that we need," he declared. On the two sections,
he communicated "Customer" and "Ace." He denoted the two segments "Work region"
and "Adaptable" (Mathew and Gupta, 2015). Their action, he asked his colleagues, was
to concentrate on four unprecedented things, one for each grid (Banks, McCauley,
Gardner and Guler, 2016). Each and every other thing should be dropped. Fixation was
permeated as a piece of Jobs' character and had been honed by his mindfulness. He
enthusiastically filtered through what he made of redirections. Accomplices and relatives
would sometimes be tired as they endeavored to get him to oversee issues in his health
which they considered critical. In any case, he would give an infection look and
decrease to move his laser like focus until he was readied.
Uncomplicate
Jobs' was able to pay attention and this quality was followed by the nature to adjust
things by concentrating in on their mature and removing the parts he considered as

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unnecessary. Apple's first displaying pamphlet put forward the notion of simplicity and
expressed it to be a symbol of refinement. It is a token of the marvel of Apple's central
goal for simplicity. Jobs went for the straightforwardness that starts from vanquishing,
rather than essentially dismissing, multifaceted nature (Mittal and Dhar, 2015). After
being able to make the systems simple and easy, he comprehended that a machine that
felt just as it surrendered to customers in a neighborly way, instead of testing them. "It
takes a lot of constant work," he expressed, "to make something clear, to truly fathom
the fundamental troubles and come up with rich courses of action.
Transformational leadership
Transformational leadership hypothesis shows a preoccupied, admired depiction of a
particular sort of pioneer. Transformational leadership is identified by a leadership
initiative that enables a change in employees and in social frameworks. The best
possible kind of transformational leadership will bring about a positive change in the
employees by motivating them to better their performance and helping them to focus on
the real objectives of the task. This kind of leadership provided encouragement,
motivations and guides the employees to become their best version. They are all
capable and leaders within their own work sphere.
Steve Jobs as a Transformational Leader
Individuals recalled Jobs as a pioneer in the industry, and they associate him with
qualities that are normally connected with transformational pioneers: "innovative,"
"visionary," and "enthusiastic." Indeed, Jobs' had an eye for the most simplistic yet
revolutionary plan, his capacity to envision new items and methods of working together,
and his relentlessness to oversee things to market are likely reasons why Jobs is
regularly referred to for instance of transformational authority (Afsar & Umrani, 2019). It
was noticed that transformational authority is incompletely about the individual
characteristics of the pioneer, yet in addition, critically, about the pioneer's commitment
with supporters for their common advantage. the build of intuitive as one that circuits the
pioneer and supporter, enabling each to arrive at higher levels of advancement and
execution. The creators contended that transformational pioneers' self-development
causes them in the long run to mentor and create others. Considerably more as of late,
these intuitive and engaging characteristics are being advocated as the most critical
initiative attributes of the worldwide work environment of things to come.
Individuals recalled Jobs as requesting much from his workers, which is good with being
a transformational pioneer. In Jobs' essence, the fact of the matter is flexible. He can
persuade anybody regarding essentially anything. It wears off when he's nowhere to be
found, however it makes it difficult to have practical calendars (Aga, Noorderhaven &
Vallejo, 2016). While these portrayals mirror the exclusive standards that
transformational pioneers have for their supporters, it doesn't speak to a commitment
with them.
Conclusion

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Leaders are required in every sphere of life and are important for guiding people and
organizations to new heights. In this review, the leadership style and qualities of Steve
Jobs was identified. Most researchers believe that Jobs had a transformational style of
leadership where he had rigid expectation from the employees and motivated them to
their version. He also reimbursed them for their work in unconventional fashion. As a
transactional leader, he revolutionized not only the employees of the company but also
the organization as well. His own life was filled with ups and down and overcoming them
had taught him to deal with people.

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References
Afsar, B., & Umrani, W. A. (2019). Transformational leadership and innovative work
behaviour. European Journal of Innovation Management.
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and
project success: The mediating role of team-building. International Journal of
Project Management, 34(5), 806-818.
Baker, J., & Baker, C. (2017). Transformational leadership—steve jobs. SAGE
Publications: SAGE Business Cases Originals.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic
review of authentic and transformational leadership: A test for redundancy. The
Leadership Quarterly, 27(4), 634-652.
Heracleous, L., & Klaering, L. A. (2017). The circle of life: Rhetoric of identification in
Steve Jobs' Stanford speech. Journal of Business Research, 79, 31-40.
Mathew, M., & Gupta, K. S. (2015). Transformational leadership: Emotional intelligence.
SCMS Journal of Indian Management, 12(2), 75.
Mittal, S., & Dhar, R. L. (2015). Transformational leadership and employee creativity:
mediating role of creative self-efficacy and moderating role of knowledge sharing.
Management Decision, 53(5), 894-910.
Seijts, G. H., & Gandz, J. (2018). Transformational change and leader character.
Business Horizons, 61(2), 239-249.