Steve jobs leadership

research_of_steve_jobs_0 four_styles_of_2 how_apple_3

Research of Steve Jobs background through the use of the articles that I sent to you and internet sources (not Wikipedia) but majority should be articles that I sent. *In your introductory paragraph explain Steve Jobs’s what type of leader is he, transactional, transformational, servant *One to three paragraphs should address in detail his educational background and career path *In the body again identify the leadership style and define the characteristics of that style. Provide a minimum of three relevant examples that support his leadership style. Make a clear connection. *The paper should be 2 to 3 pages using MLA format and include a cover page. *Use section headers; introduction, education background/career path, leadership style and characteristic *Include a work cited/bibliography page. Use published references only. After You write about Steve Jobs, answer the Questions bellow 1. What surprised you about the educational background of the leader you chose and why? 2. Has this changed your educational goals or inspirations and in what ways? 3. What qualities and characteristics did he possess that you have discovered in yourself? 4. Are there some characteristics you would like to develop personally to enhance your own leadership ability? 5. Through this experience how do you see the knowledge you have gained furthering your educational or professional career?

Research of Steve Jobs background through the use of the articles that I sent to you and internet sources (not Wikipedia) but majority should be articles that I sent.

*In your introductory paragraph explain Steve Jobs’s what type of leader is he, transactional, transformational, servant

*One to three paragraphs should address in detail his educational background and career path

*In the body again identify the leadership style and define the characteristics of that style. Provide a minimum of three relevant examples that support his leadership style. Make a clear connection.

*The paper should be 2 to 3 pages using MLA format and include a cover page.

*Use section headers; introduction, education background/career path, leadership style and characteristic

*Include a work cited/bibliography page. Use published references only.

After You write about Steve Jobs, answer the Questions bellow

1. What surprised you about the educational background of the leader you chose and why?

2. Has this changed your educational goals or inspirations and in what ways?

3. What qualities and characteristics did he possess that you have discovered in yourself?

4. Are there some characteristics you would like to develop personally to enhance your own leadership ability?

5. Through this experience how do you see the knowledge you have gained furthering your educational or professional career?

Four Styles of 
Leadership

Section: Digital Rules

At the recent Forbes Global CEO Conference in Kuala Lumpur, Malaysia, my colleague Tim Ferguson, editor of Forbes Asia, led a panel on 
leadership
. What struck me–and not for the first time–is the variety of 
leadership
 styles that work. And work really well. There is no single 
leadership
 secret; there are many. They are hiding in plain sight, and we can learn from them.

• Visionary  

One of the panelists was Helmut Panke, former chairman of German automaker BMW. As auto executives go, Panke was a late bloomer, not even entering the auto business until his mid-30s. He was a nuclear scientist and university lecturer. He came to BMW as head of planning and control in 1982. As head of strategy during the 1990s Panke retooled BMW’s brand from yuppie toy to performance luxury car the equal of rival Mercedes-Benz. Panke rose to become chairman of BMW’s management board in 2002 and there fulfilled his goal of BMW’s becoming the biggest seller of luxury automobiles, overtaking Mercedes.

Panke says 
leadership
 is chiefly about vision. During his BMW tenure vision and brand became one and the same. While serving as BMW chairman, Panke was fond of saying such things as: “Every model we make has to earn the right to wear the BMW badge.” Another Pankeism: “I want to be able to blindfold a person, set him down in a BMW and have him know it’s a BMW by the feel of it.” (If you could hear Panke’s German accent, the statements would sound even more forceful.) Apple’s 
Steve
 
Jobs
 and Whole Foods’ John Mackey are examples of visionary business leaders today. For them, vision, product integrity and brand will always be one and the same.

• Empathetic  

Another 
leadership
 style is that driven by empathy. Admiral Bill Owens is an example of this. Owens, an Annapolis graduate, was a nuclear submariner from the 1960s through the 1980s. He served in Vietnam and later as commanding officer of the U.S.S. Sam Houston and the U.S.S. City of Corpus Christi. During Operation Desert Storm in 1990-91 Owens served as commander of the U.S. Sixth Fleet. In 1994 he was appointed vice chairman of the Joint Chiefs of Staff, serving under Chairman John Shalikashvili.

Owens retired from the military in 1996 and now lends his 
leadership
 lessons to several corporate boards, including Indian software services giant Wipro and recently Daimler AG. (Full disclosure: I am a longtime friend of Owens’. We hail from the same town–Bismarck, N.D.–and currently sit on the boards of two private companies together.)

Owens told conference attendees that the top-performing sub commanders had “soul” and showed empathy for the sailors under their command. The very best sub commander Owens ever saw in the Navy was an officer who once spent an entire night consoling a homesick new enlistee.

Corporate America is replete with great empathetic leaders. Bill Hewlett, cofounder of Hewlett-Packard, was a legendary one. He liked to roll up his sleeves and inspire engineers by walking the floors and listening to their concerns. Empathetic 
leadership
 under founder Herb Kelleher and current CEO Gary Kelly is the reason that Southwest Airlines even today has some of the happiest flight attendants in the skies.

• Humble Servitude  

A third style of 
leadership
 is that demonstrated by Wal-Mart Chairman S. Robson Walton. At the conference Walton was interviewed onstage by 
Steve
 Forbes. Walton said it is the job of leaders to “listen to customers, listen to customers, listen to customers” and thereby establish a service spirit for the whole company. Walton took over his father Sam’s empire in 1992, when Wal-Mart was doing $55 billion in annual revenue, almost all of it in the U.S. Today Wal-Mart is a global giant, with sales of more than $400 billion.

Rob Walton’s secret is that he does not pretend to be Sam Walton, who founded Wal-Mart in 1962. Sam was an archetypal entrepreneur. Rob chooses to be the humble-servant leader. Under Rob Walton’s
leadership
 his company has listened well–even to its many critics–and prospered.

• Moral/Ethical  

An insistence on companywide ethical behavior–i.e., every employee practicing the Golden Rule in all company dealings–can be a powerful form of 
leadership
. But it is also a fragile form, subject to human frailty. One mistake and a moral/ethical leader can easily look like a hypocrite.

If that’s too much pressure for you, consider Francis Yeoh, head of Malaysia’s YTL Corp., which builds utility plants, high-speed rail service and hotels. An advocate of moral 
leadership
, Yeoh is also an outspoken Christian in a Muslim-majority country. In other words, Yeoh and his company have no room for ethical lapses. Yet Yeoh says the moral way is the only way to go. YTL’s compound annual growth rate of 55% over the last 15 years (in pretax profits) is proof that the higher bar of moral/ethical 
leadership
 can pay off.

In the U.S. such companies as S.C. Johnson, Deere & Co., American Express and Starbucks have done well by doing good.

There are many more 
leadership
 styles beyond these four. If there’s any secret to leadership, it is “fit.” 
Leadership
 style must fit the leader, and it must fit the organization.

Karlgaard, Rich. “Four Styles of Leadership.” Forbes 184.8 (2009): 23. Academic Search Premier. EBSCO. Web. 23 Oct. 2010.

How Apple’s imperious, brilliant CEO transformed American business.

HOW’S THIS for a gripping corporate story line: Youthful founder gets booted from his company in the 1980s, returns in the 1990s, and in the following decade survives two brushes with death, one securities-law scandal, an also-ran product lineup, and his own often unpleasant demeanor to become the dominant personality in four distinct industries, a billionaire many times over, and CEO of the most valuable company in Silicon Valley.

Sound too far-fetched to be true? Perhaps. Yet it happens to be the real-life story of 
Steve
 
Jobs
 and his outsize impact on everything he touches.

The past decade in business belongs to 
Jobs
. What makes that simple statement even more remarkable is that barely a year ago it seemed likely that any review of his accomplishments would be valedictory. But by deeds and accounts, 
Jobs
 is back. It’s as if his signature “one more thing” line now applies to him as well. After a six-month leave of absence in the early part of this year, during which he received a liver transplant, he is once again commanding a 34,000-strong corporate army that is as powerful, awe-inspiring, creative, secretive, bullying, arrogant-and yes, profitable-as at any time since he and his chum 
Steve
 Wozniak founded Apple in 1976.

Superlatives have attached themselves to 
Jobs
 since he was a young man. Now that he’s 54, merely listing his achievements is sufficient explanation of why he’s Fortune’s CEO of the Decade (though the superlatives continue). In the past 10 years alone he has radically and lucratively reordered three markets-music, movies, and mobile telephones-and his impact on his original industry, computing, has only grown.

Remaking any one business is a career-defining achievement; four is unheard-of. Think about that for a moment. Henry Ford altered the course of the nascent auto industry.PanAm’s Juan Trippe invented the global airline. Conrad Hilton internationalized American hospitality. In all instances, and many more like them, these entrepreneurs turned captains of industry defined a single market that had previously not been dominated by anyone. The industries that 
Jobs
 has turned topsy-turvy already existed when he focused on them.

He is the rare businessman with legitimate worldwide celebrity. (His quirks and predilections are such common knowledge that they were knowingly parodied on an episode of The Simpsons.) He pals around with U2’s Bono. Consumers who have never picked up an annual report or even a business magazine gush about his design taste, his elegant retail stores, and his outside-the-box approach to advertising. (“Think different,” indeed.) It’s often noted that he’s a showman, a born salesman, a magician who creates a famed reality-distortion field, a tyrannical perfectionist. It’s totally accurate, of course, and the descriptions contribute to his legend.

Yet for all his hanging out with copywriters and industrial designers and musicians-and despite his anticorporate attire-make no mistake: 
Jobs
 is all about business. He may not pay attention to customer research, but he works slavishly to make products customers will buy. He’s a visionary, but he’s grounded in reality too, closely monitoring Apple’s various operational and market metrics. He isn’t motivated by money, says friend Larry Ellison, CEO of Oracle. Rather, 
Jobs
 is understandably driven by a visceral ardor for Apple, his first love (to which he returned after being spurned-proof that you can go home again) and the vehicle through which he can be both an arbiter of cool and a force for changing the world.

The financial results have been nothing short of astounding-for Apple and for 
Jobs
. The company was worth about $5 billion in 2000, just before 
Jobs
 unleashed Apple’s groundbreaking “digital lifestyle” strategy, understood at the time by few critics. Today, at about $170 billion, Apple is slightly more valuable than Google. Its market share in personal computers was plummeting back then, and the cash drain was so severe that bankruptcy was a possibility. Now Apple has $34 billion in cash and marketable securities, surpassing the total market cap of rival Dell. Macintoshes make up 9% of the PC market in the U.S. today, but that share is increasingly beside the point. With 275 retail stores in nine countries, a 73% share of the U.S. MP3 player market, and the undisputed leadership position in innovation when it comes to mobile phones, Apple and its CEO are no one’s idea of underdogs anymore. In 2006 Disney paid $7.5 billion to acquire Pixar, the computer animation film studio 
Jobs
 had nurtured and controlled.
Jobs
, in turn, became a Disney director and the blue-chip company’s largest shareholder. His net worth, solely based on his stakes in Apple and Disney, is about $5 billion. Other executives have had stellar decades (see “Why Him?”) but none can compare to 
Steve’s.

With 
Jobs
 back at the helm of his company, plenty of challenges lie ahead. Will the Goliath role suit him nearly as well as playing David clearly has? How will he respond to the competition he has awakened, particularly in smartphones, even as the personal computer fades in relative importance? Has he fashioned an organization that can succeed him? Can he possibly be as dominant in the decade to come as the one that is ending?

THE “DECADE” OF 
STEVE
 actually began in 1997, when he returned to Apple after having been ousted a dozen years earlier. That was a year of triage, of a humbling investment from Microsoft, of paring Apple’s product line to a bare minimum of four computers. By the following year 
Steve’s
 regime had kicked into gear. 
Jobs
 completed the hiring of a new management team, which included several executives from his previous company, Next. Those top players would form the nucleus of the 
Jobs
 brain trust for nearly 10 years. Then came the first Macintosh after 
Jobs’
 return, the iMac, a breakthrough all-in-one computer and monitor that heralded Apple’s return to health. The success of the pricey iMac, coupled with drastic cost cutting, allowed 
Jobs
 to build a cash cushion. By repairing Apple’s balance sheet, he prepared the company for big investments to come, a shrewd business move if ever there was one.

Jobs laid the foundation for Apple’s leap from stable to stratospheric when things looked darkest. In 2000, Apple missed its financial targets in a September earnings announcement, sending its stock price plummeting in subsequent months to the equivalent of $7 in today’s prices. Yet 
Jobs
 by this time had set in motion the key elements of Apple’s rejuvenation. Over the course of 2001, as global markets fell and the world headed into recession, Apple launched the iTunes music software (in January), the Mac OS X operating system (March), the first Apple retail stores (May), and the first iPod (November), a 5GB model that Apple bragged would hold 1,000 songs.

The market didn’t catch on quickly to the significance of those events. iTunes was just music-playing software embedded into Macs and lacked an online store that sold music. The new operating system, though impressive, powered a niche product. The iPod was a snazzy MP3 player in an established market. As the company’s stock languished, takeover rumors appeared from time to time. What was never reported was that 
Jobs
 seriously contemplated taking the company private with the help of newly formed buyout group Silver Lake Partners. An Apple buyout would have been the deal of the century, but according to people familiar with the talks, 
Jobs
 ultimately shut them down.

That was actually the second serious proposal to buy Apple. In 1997, 
Jobs’
 friend Ellison, later an Apple board member, lined up financing to take over the company on the assumption that 
Jobs
 would run it. In a recent interview Ellison said 
Jobs
 didn’t like the idea of being “second-guessed” if it looked as if he’d returned simply to make money. “He explained to me that with the moral high ground, he thought he could make decisions more easily and more gracefully,” says Ellison.

For those paying attention after 
Jobs’
 return, the CEO was telegraphing Apple’s trajectory. “I would rather compete with Sony than compete in another product category with Microsoft,” he told Time in early 2002. “We’re the only company that owns the whole widget-the hardware, the software, and the operating system. We can take full responsibility for the user experience. We can do things that the other guy can’t do.” 
Jobs
 was convinced that the masses would turn to Apple, but only if he could speak directly to them-and not just to faithful Macintosh users, a club that included mainly artists and students. The strategy of building company-owned retail stores, so integral to Apple today, was derided at the time as a risky cash drain. “He did this with a nervous board,” says Bill Campbell, a former Apple executive who went on to become chairman of Intuit and an Apple board member. “He knew that this is what customers wanted.” What’s striking looking back is how little there was to sell in the original Apple stores. 
Jobs
 knew how he’d fill them.

Jobs
 made it his business to know everything about Apple. “He’s involved in details you wouldn’t think a CEO would be involved in,” says Ken Segall, a former Chiat/Day creative director who has worked with Apple on and off for years. 
Jobs
 commissioned the iconic “Think different” campaign, says Segall, well before any of Apple’s new products were introduced-or even described to the ad team. “He’d say, ‘The third word in the fourth paragraph isn’t right. You might want to think about that one.'”

The rare pairing of micromanagement with big-picture vision is a 
Jobs
 hallmark. Early in his return to Apple, he recognized that gorgeous design was a differentiator for Apple in a computer industry gripped by the successful blandness of Dell, Microsoft, and Intel. “I cannot count the number of clients who have marched in and said, ‘Give me the next iPod,'” writes Tim Brown, CEO of product-design consultant Ideo, in his new book Change by Design. “But it’s probably close to the number of designers I’ve heard respond-under their breath-‘Give me the next 
Steve
 
Jobs
.'”

Jobs
 also has a knack for pouncing at the right moment. The music industry had failed repeatedly to develop its own digital-music sales site before Apple came along with iTunes, which was by then prepared to become a store for buying music. 
Jobs
 cleverly made his pact with the record labels when iTunes worked only on Macs, which in 2002 had a personal-computing market share in the low single digits. Apple’s humble position-before iTunes became compatible with Windows, expanding its potential market share to nearly all PCs-was a virtue. This made iTunes an experiment rather than a destructive paradigm shift. “I don’t understand how Apple could ruin the record business in one year on Mac,” said Doug Morris, the head of Universal Music, according to Appetite for Self-Destruction, a new book about the record industry’s ills by Rolling Stone writer 
Steve
 Knopper. “Why shouldn’t we try this?” Writes Knopper: “By the time 
Steve
 
Jobs
 came around, he was the last resort. He was merely smart enough to know it. He played tough, but not any tougher than any lawyer for a major label who had negotiated an artist contract in recent decades.”

A key 
Jobs
 business tool is his mastery of the message. He rehearses over and over every line he and others utter in public about Apple, which authorizes only a small number of executives to speak publicly on a given topic. Key to the 
Jobs
 approach is careful consideration of what he and Apple say-and don’t say. Harvard professor David Yoffie estimated that in the months between announcing and selling the first iPhone in 2007, Apple received $400 million in free advertising by not making any public statements, thereby whipping the media into a frenzy. 
Jobs
 himself is careful to avoid overexposure, preferring to speak only when he has products to promote. He didn’t disclose his 2004 cancer surgery until after it occurred, and then only in an employee e-mail that was strategically released to news outlets. Similarly, he told the world of his recent leave in another employee missive, with no additional comment from him or anyone else at Apple. Nobody in 
Jobs’
 sphere speaks without the permission of the company’s media relations team, which reports directly to 
Jobs
. Apple declined to make 
Jobs
 available for an interview for this article. It did bless the participation of some people in Apple’s orbit to speak about him, while nixing requests for others.

The secrecy has rankled corporate governance experts, who insist the health of such an indispensable CEO warrants greater disclosure. 
Jobs
 was initially mum as well about a stock options backdating scandal that embroiled the company’s former finance chief and general counsel. In an eventual SEC filing, Apple said 
Jobs
 was aware that the company had adjusted option grant dates so that the grants were more profitable for employees. 
Jobs
 apologized for the backdating, calling the episode “completely out of character for Apple.”

Jobs
 manages the money, the message, the deals, the design, and more. Consider the case fairly made that the long-ago enfant terrible of the computer industry has built up impressive business chops and that his company is peerless. But if nothing else, his recent illness is a reminder that 
Steve
 
Jobs
 is mortal. When he’s gone, how long will his company thrive without him?

THIS PAST SEPTEMBER, when 
Steve
 
Jobs
 made his triumphant return to the public eye, he thanked precisely one Apple executive by name: Tim Cook, Apple’s chief operating officer. At an event to introduce a new line of iPods, 
Jobs
 first informed a crowd of journalists, analysts, and Apple developers that he now possessed the liver of a “twentysomething liver donor who had died in a car crash.” Then he thanked Cook and the rest of the management team for “ably” running Apple in his absence. Cook, in turn, led a standing ovation for 
Jobs
, his arms raised over his head from the front row of a San Francisco auditorium.

With 
Jobs
 back at work, the conversation has been postponed as to whether Cook, or anyone else, is prepared to fill 
Jobs’
 shoes. “At Apple the hierarchy is determined by who 
Steve
 calls,” says a former Apple executive. “There’s a lot of value in ‘
Steve
 said.'” Larry Ellison, a CEO known to dislike the topic of succession, says of his friend, “He’s irreplaceable. He’s built a fabulous brand. He’s got a wealth of products. Whenever he leaves, I hope he retires in good health and he’s sailing off in his yacht in the Mediterranean. But they’re going to miss him terribly, because it’s a consumer products company. The product cycle is so fast.”

There are signs that 
Jobs
 has inculcated the troops enough to last awhile without him. “The organization has been thoroughly trained to think like 
Steve
,” says someone with contacts among the Apple executive team. “That’s why the six months went so smoothly. People could envision, ‘This is what 
Steve
 would do.'”

Jobs
, in fact, inspires far beyond Apple. Larry Page and Sergey Brin recently told The New Yorker that 
Jobs
 is their hero. When Jeff Bezos released Amazon.com’s smooth, shiny Kindle 2, the 
Jobs
 envy was obvious. Venture capitalist Marc Andreessen, who co-founded Netscape, says he often evokes 
Jobs
 in his advice to entrepreneurs. He says, “The threshold for the release of the first product should be, ‘What would 
Steve
 
Jobs
 do?'”

Looking out on the next decade, 
Jobs
 may well be asking himself a variation of that very question: After creating more than $150 billion in shareholder wealth, transforming movies, telecom, music, and computing (and profoundly influencing the worlds of retail and design), what should 
Steve
 
Jobs
 do next? Given his penchant for secrecy and surprise and his proven brilliance, it’s a fair bet that he’ll let us know when he’s good and ready.

Karlgaard, Rich. “Four Styles of Leadership.” Forbes 184.8 (2009): 23. Academic Search Premier. EBSCO. Web. 23 Oct. 2010.

Lashinsky, Adam, and Doris Burke. “The DECADE of STEVE. (Cover story).” Fortune 160.10 (2009): 92-100. Academic Search Premier. EBSCO. Web. 23 Oct. 2010.