Apple Inc. A MODEL: AN ANALYSIS “Steve Jobs ”  Leadership theory.

1. 1
APPLE INC.
A MODEL: AN ANALYSIS
“STEVE JOBS ”
LEADERSHIP THEORY.
By
Khairi Mohamed Omar DBA
― Stay Hungry , Stay Foolish!‖ - Steve Jobs
The Best Leader Accept The Inevitability Of Change

2. Introduction
2
Apple Computer,
Inc.

3. Apple Inc.
3
 Formerly Apple Computer, Inc., is a multinational
corporation that creates consumer
electronics, computer software, and commercial
servers.
 Apple's core product lines are the iPad ,
iPhone, iPod music player,
and Macintosh computer line-up.
 Founders are Steve Jobs and Steve
Wozniak effectively created Apple Computer on 1
April, 1976, with the release of the Apple I, and
incorporated the company on January 3, 1977,
in Cupertino, California.
 For more than two decades, Apple Computer was
predominantly a manufacturer of personal
computers, including the Apple II, Macintosh,
and Power Mac lines,
 but it faced rocky sales and low market share
during the 1990s.

4. STEVE JOBS
4
 Jobs, who had been ousted from the company in
1985, returned to become Apple's CEO in 1996 after
his company NeXT was bought by Apple Inc., and he
brought with him a new corporate philosophy of
recognizable products and simple design. With the
introduction of the successful iPod music player in
2001, Apple established itself as a leader in the
consumer electronics industry, dropping "Computer"
from its name. The latest era of phenomenal
success for the company has been in the IOS range
of products that began with the iPhone, iPod
Touch and now iPad.
 Now , Apple is the largest technology firm in the

5. Apple logo
5
 The Apple logo in 1977 created by Rob
Janoff with the rainbow color theme used until
1998.

6. Apple logo Idea
6
 The idea fell from tree , literally . Steve Jobs
had returned from visiting a commune-like
place in Oregon located in an apple orchard ,
apple co-funder and Jobs , picked him up from
the airport . On the drive home , jobs simply
said ― I came up with a name for our company
–Apple ― Wozniak said the could have tried to
come up with more technical sounding names
but their vision was to make computers
approachable , apple fie perfectly .

7. Apple‘s Culture
7
 Enhance innovation.
 Self- organizing teams.
 More rewarding and enriching tasks
 Secrecy of information.
 Inward focus.
 Top ranked support organization.
 Brand loyalty.
 Provides an environment that enhances change.
 Driven by top management.
 Abnormal working hours.

8. Product line-up
8
 Computers
 Cellular phones
 MP3 players
 Software
 Online Music Vendor
 Distributes third party
computer Accessories
 ―Apple TV‖ an online
television adapter

9. 9
The first Macintosh, released in
1984
 The Apple I, Apple's first
product, was sold as an
assembled circuit board and
lacked basic features such as
a keyboard, monitor, and case.
The owner of this unit added a
keyboard and a wooden case.
Today Macintosh

10. Apple vision
10
"To make a contribution to the

world by making tools for the mind
that advance humankind."

11. Apple Mission Statement
11
"Apple is committed to ensuring the highest standards of
social responsibility in everything we do. The companies
we do business with must provide safe working
conditions, treat employees fairly, and use
environmentally responsible manufacturing processes
wherever Apple products are made. “
From Apple.inc web page

12. Revenue by Product
12
1% 5% 6% Mac Desktop
17%
10%
Mac Portables
26%
35% Ipod
iTunes - Other Music
Related products &
Services

13. Main issue
13
 The key issues to be analyzed are what
personal and business characteristics the
leader possesses and should possess in
business to make it stability and
profitable, recognizable and trusted through
the application of the leadership style peculiar
of Steve Jobs, the Apples CEO and the person
who has made Apple company one of the key
players on the market of advanced
technologies.

14. Steve Jobs
14
 Full name: Steven Paul Jobs
 Birthdate: 24 February 1955
 Birth location: San Francisco, California
 Social background: lower middle-class. Father was
fixing cars for a living.
 Education: high-school certificate. Dropped out of Reed
College after one semester.
 Occupations: chairman & CEO at Apple Inc. + Director
at The Walt Disney Company
 Net worth: $5.5 billion according to Forbes' 2010 ranking
— 136th richest man on Earth
 Annual salary: $1

15. Family
15
 Biological parents: Joanne Simpson and
possibly Abdulfattah Jandali, political sciences
professor from Syria
 Adoptive parents: Paul and Clara Jobs, both
deceased
 Siblings: adoptive sister: Patti Jobs (born
1958), biological sister: Mona Simpson (born
1957)
 Spouse: Laurene Powell (born 1964), married in
1991
 Children: Lisa Brennan-Jobs (born 1978), with
unmarried girlfriend Chris-Ann Brennan. Reed
(born 1991), Erin Siena (born 1995) and Eve

16. Steve Jobs Biography
16
 1976; started apple computers with Steve Wozniak
 1984 : introduced Revolutionary Macintosh the market
 1985 : was forced to resign by the board of directors of
Apple computers
 1986 : founded NExt computers
 1986: C0-founded Pixar Animation Studio
 1997: NExt computers was sold to Apple & Job
became the SEO
 2001: Launched revolutionary ipod
 2007: introduced 3G iphone , first of its kind in the
market .
 2011 : Steve Job pass away

17. Components of Job's
17
leadership
 Focus
 Passion
 Risk taker
 Innovation
 Involvement
 Effective Communication

18. The leadership style of Steve Jobs
18
Transformational leadership
 like a transformational leader, he focuses on "
transforming " others to help each other to be
encouraging and harmonious, and to look out
for the organizations a whole .
 His leadership creates valuable and positive
change in the followers
 In his leadership he enhances the motivation
performance of his followers group , some
people also categorize him as a charismatic
leader .

19. Cont‘d …
19
 ‘Innovation distinguishes between the leader
and the follower‘ (Deutschman, 2001) –
 This quotation is the key to the leadership
style of Steve Jobs; he has made innovations
accessible to the customers so that they keep
opening their wallets. (ICFAI, 2006).

20. Steve Jobs: an unconventional
leader
20
 Steve Jobs was an unconventional
leader. His management style wasn't
the stuff of university textbooks, he
wasn't known for his consultative or
consensus building approach.
 He was a "high-maintenance co-
worker" who demanded excellence
from his staff and was known for his
blunt delivery of criticism.
 But it was his sheer genius combined
with his ability to articulate his vision
and bring staff, investors and
customers along on the journey ; plus
the lessons learned in a major career
setback , that made it work. The
results: indisputable.

21. Cont‘d…
21
 one of the peculiarities of Jobs‘ leadership style is that
he sees the core company‘s activity through the
marketing prism.
 Jobs was able to restructure the company and return
it to the normal performance through the development
of new products and making them popular among
consumers. ‘Apple is committed to bringing the best
personal computing experience to
students, educators, creative professionals and
consumers around the world through its innovative
hardware, software and Internet offerings‘
(Young, 2005)
This is the mission statement which Apple follows at
present.

22. 22
 Steve Jobs has brought Apple back from the verge of
oblivion, racking up profits and restoring Apple's
image with the innovative iMac and iBook. Apple stock
has increased more than 8 times since Jobs returned.
And he left behind a company in the best financial
shape of its 35-year history.

23. MacBook Air
23

24. Readability gives free online
news inbox with upcoming
24
Apple apps

25. CHARISMATIC LEADERSHIP
25
 In the past, many felt that Steve Jobs' charismatic
leadership and idiosyncrasies caused some internal
problems. At Apple, he was seen as a leader whose
brilliance and idealistic vision of "providing computers as a
tool to change the world," drew other talented people to
him. By the same token, his management style tended
toward throwing tantrums and to berating and humiliating
employees who disagreed with his ideas.
 Also, his habit of making decisions and then suddenly
changing his mind has been given as part of the reason he
is difficult to work for.

26. Cont‘d…
26
 Harvey's (2001) study of Steve Job's charisma at
Apple Corporation raises several important
points.Jobs uses exemplification (embodying the
ideal of being morally responsible, committed to
the cause, and taking risks) and self-promotion
(and less often organization-promotion) to enact
his characterization of charismatic leadership
(Harvey, 2001: 257). When leaders cast
themselves in the charismatic roles and their
followers are cast as allies in pursuit of the
charismatic leaders vision (Gardner &
Alvolio, 1998: 42; Harvey, 2001: 254), .

27. Visionary leadership .
27
 ―Visionary‖ is how he is most often described in
relation to Apple, the company he founded with high
school buddy Steve Wozniak in 1976, was effectively
fired from in 1985, and then returned to in 1997 with a
renewed sense of purpose.
 And what a triumphant return it was. According
the LA Times, the market value of Apple's shares
has grown from about $US5 billion in 2000 to $US351
billion today making it one of the biggest publicly listed
companies in the US, up there with the likes of Exxon
Mobil.
 He worked at Atari and travelled through India before
seeing a commercial opportunity in the computer (the
original Apple I) Wozniak had built to impress some
friends.

28. On finding talent
28
―When I hire somebody really senior, competence is the ante. They have to be really
smart. But the real issue for me is, Are they going to fall in love with Apple? Because
if they fall in love with Apple, everything else will take care of itself. They‘ll want to do
what‘s best for Apple, not what‘s best for them, what‘s best for Steve, or anybody
 else.
―Recruiting is hard. It‘s just finding the needles in the haystack.
We do it ourselves and we spend a lot of time at it. I‘ve
participated in the hiring of maybe 5,000-plus people in my life.
So I take it very seriously. You can‘t know enough in a one-hour
interview. So, in the end, it‘s ultimately based on your gut. How do
I feel about this person? What are they like when they‘re
challenged? Why are they here? I ask everybody that: ‗Why are
you here?‘ The answers themselves are not what you‘re looking
for. It‘s the meta-data.‖
 Passion rules! Passion is about our emotional energy and a love
for what we do. Without passion it becomes difficult to fight back
in the face of obstacles and difficulties. People with passion find a
way to get things done and to make things happen,
 in spite of the obstacles and challenges that get in the way.

29. 29

30. Problems faced and how did he
30
overcome those ...
 " you have probably had
somebody punch you in the
stomach and it knocks the
wind out of you and you
cannot breathe . the harder
you try to breathe , the
more you cannot breathe.
and you know that the only
thing you can do is relax so
you can start breathing
again ."
 Steve Joabs, after he was
ousted from Apple
Computer ,in 1985.

31. Steve Jobs . Leadership Lessons
31
Persistence is the key
 Steve Jobs was a very persistent person and it was most
exempilifed through his exit from Apple. He would not give
up, but went on to start NeXT computers which would
eventually be acquired by Apple Computers Inc.
 If Jobs was like most people, he would have given up and
spent the rest of his life being bitter about his loss.
 As a leader, you have to be ready to face setbacks. Setbacks
are a part of life and whether you become successful or not
often depend on your ability not to give up. It is all the more
important to display this attribute, especially if you want to
build a never-say-die team.

32. Cont‘d …
32
Innovation brings leadership
 Jobs saw the power of innovation in building his
company. Till today, we can see the innovating
power of Apple Computers Inc as it continues to
take market leadership in the industry.
 If you want to maintain your leadership, you have
to be the one who‘s constantly up with new
ideas, new initiatives, all in the spirit of moving
your organizational mission forward. In whatever
industry you‘re in, your constant innovation in
alignment with your mission will keep you ahead
of the pack.

33. Conclusion
33
 Interestingly, in general Jobs personality traits
would not be characterized as the traits of an
effective leader. In a way, he is far from a
classical ―text-book‖ example. Nevertheless
his charisma, self-confidence and passion for
work overshadow all his negative
characteristics thus making him one of most
successful CEO‘s of the decade.

34. 34

35. REFERENCES AND
35
BIBLIOGRAPHY
 Bass, B.M., 1985. Leadership and Performance Beyond Expectations . New
York, NY: FreePress.
 Conger, J.A and Kanungo, R.N., 1987. Toward a behavioural theory of charismatic
leadership in organizational settings. Academy of Management Review , 12 (4), pp.
637-647.
 Growthink, 2010. Entrepreneurial Leadership: The Definition of an Entrepreneur.
[online] Available athttp://www.growthink.com/businessplan/help-
center/entrepreneurial-leadership [Accessed 20 October 2010].
 Gupta, A., 2010. Steve Jobs, CEO Apple. [online] Available at :http://www.practical-
management.com/Leadership/Steve-Jobs-Apple.html[Accessed 20 October 2010].
 Harvey, A., 2001. A Dramaturgical Analysis of Charismatic Leader Discourse. Journal
of Organizational Change Management , 14 (3), pp. 253±265.
 Hormby, T., 2008. The Roots of Apple¶s Retail Stores. [online] Available
at:http://lowendmac.com/orchard/08th/roots-of-the-apple-store .html[Accessed 10
November 2010].
 Kahney, L., 2008. Inside Steve's Brain. London: Atlantic Books.
 Moisescot, R., 2010. Steve Jobs: Long Bio. [online] Available
at:http://www.allaboutstevejobs.com/bio/long/05.html[Accessed 20 October 2010].
 Mullins, L.J., 2007. Management and Organizational Behaviour . 8 edition . Harlow:
FT Prentice Hall.
 Northouse, G.N., 2010. Leadership: Theory and Practice . 5th ed. London:
SAGEPublications