This case study examines the leadership styles of Steve Jobs and Tim Cook at Apple. The analysis utilizes the University of Michigan leadership model to differentiate between the two leaders. Jobs is characterized as a task-oriented leader, prioritizing results and innovation, while Cook is portrayed as an employee-centered leader, balancing business objectives with employee relations. The case study highlights Jobs' focus on innovative products and Cook's attempt to balance business and employee needs. Furthermore, it explores whether Cook is a transformational or transactional leader, with the conclusion that he exhibits characteristics of both. The study also touches on the criticisms of their leadership styles, specifically in terms of their task-oriented versus relationship-oriented approaches. The analysis references the case study and the provided references to support the findings.
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