| Having recently been awarded the CEO of the | | | | to direct the focus on the company on innovation |
| Year 2009, Steve Jobs is certainly a leadership | | | | first, everything else later. This has resulted in |
| profile that would be a worthy leadership lesson | | | | Apple to be the first in many product categories, |
| to study. | | | | such as for iPhones, iPods and the recent iPads. In |
| Steve Jobs, the CEO and co-founder of Apple is a | | | | this case, his emphasis on innovation supersedes |
| highly autocratic, or 'CEO-centric' leader. Rather | | | | even the structural growth of the company. |
| than working alongside his peers and subordinates, | | | | A key trait born by Steve Jobs that make the |
| Jobs choose to lead his team from the front, | | | | Apple concept so wildly successful is his ability to |
| spearheading the innovation and constantly | | | | create a vision for the company, one that each |
| renewed products of the company. The | | | | member can relate with and work towards. His |
| autocratic nature of his leadership also bears | | | | vision, "to start a revolution in the way the |
| some transactional traits, such as using verbal | | | | average person processes information", has led to |
| lashings at employees. Jobs was also infamous for | | | | the creation of a multi-million business from a |
| creating an atmosphere of fear in the company | | | | mere idea or wish. It has brought into the hands |
| when he carries out rounds of 'executions' to | | | | of billions around the world, ergonomic products |
| remove less competent staff. This has led to | | | | that wildly increase their accessibility to each other |
| some employees dreading to bump into him in the | | | | and information, as well as reshape their style of |
| elevators, for fear of receiving a letter of | | | | life. A strong vision like this is a common trait |
| dismissal subsequently. The success of the | | | | shared among successful companies, and it is |
| company and the CEO stems less from a | | | | absolutely integral for any leader who wished to |
| participative or democratic style of leadership, but | | | | unite his team and give his team direction to |
| very much more from Job's ability to continually | | | | master. |
| innovate and make things happen. | | | | While unlike the conventional transformational or |
| This brings us to the next concept, of innovative | | | | participative leaders we have seem so far, Steve |
| leadership. Instead of resting on his laurels and be | | | | Jobs is certainly a leadership model worth learning |
| content with their market leadership, Jobs | | | | from. Successfully utilising the autocratic style, |
| recognises the need for constant innovation and | | | | compounded with a focus on innovation and |
| renewal in order to stay at the front. Being in | | | | visioning, it is evident how Steve Jobs can |
| market with viable alternatives and strong | | | | successfully take Apple to greater heights. |
| competition, Jobs understands that it is necessary | | | | |