Steve Jobs's Leadership in Apple Inc

The way things work at Apple can be determined by looking at their co-founder and their most senior CEO. All that Steve Jobs had, his personality, strengths and weaknesses spread throughout the company. Steve Jobs has actually defined Apple. By analyzing the leadership style of Steve Jobs, we can have a very clear idea about the operation of the Cupertino company.

Steve was a task-oriented leader. He was more focused on the performance of the task and the organization than on the feelings of the people around him. He did not consider the feelings of the employees; for Steve Jobs it had no value. Only the ideas that his employees could provide were important.

 As an unconventional leader, he was proud of who he was and what he did. He was confident of his management style, believed in what he was doing and the positive results of Apple, according to him, was further proof that he was going in the right direction according to him. Steve was a demanding, perfectionist with an aggressive and nervous personality.

He demanded the flawless excellence of his staff all his life and delivered his criticisms without a hitch and often bitterly. Part of the reason he was fired in 1985 was his demanding management style. Whenever tasks were to be done, Steve Jobs made sure that no mistakes would be made even if he did it himself. He was considered one of the most important charismatic leaders in Silicon Valley, even though his leadership style was not charismatic. His great strength was to get people to follow him regardless of whether he was loved or not. His main benefit for Apple was that he was an unconventional leader. Given the management habits of the worlds business tech, he was definitely anti-conformist.

He believed that there was more in leadership by example than in the emphasis on personal qualities and charisma. He believed that leadership in itself is a job like any other. Although the charismatic leadership description at some point corresponds best to Steve Jobs, he was not able to follow much of the theory of hunt and larson. Under his command, teamwork and cooperation were reduced to his strict minimum.

He has always defined and established a sense of mission. He knew what to say and what to focus on. Steve Jobs did not accept leadership as a responsibility rather than a rank and did not keep the trust of others. This is evidenced by Apple's secret and trust issues as well as how Steve Jobs was an aggressive boss and is strict with his employees. He imposed a quasi-military discipline on his children.