Paper Example on Leadership in Apple Inc.

Brief Company History

Apple Inc., is a company known for designing, manufacturing, and marketing computers, both software and hardware, and networking peripherals and solutions (Rawlinson). Some of the company products are Macintosh model of desktops and notebook computers, iPod music system, Mac OS X operating system, Xserver G5 servers among other products (The referenceforbusiness.com). Apple was established in 1976 by Wozniak Steve and Jobs Steve both who were 26 and 21 years of age respectively. Seven years before the establishment of Apple Inc. a friendship between an engineer Wozniak and Jobs, who invented long-distance telephones and Jobs began when they marketed a van and two calculators to boost their business ventures (The referenceforbusiness.com). Upon completing to manufacture fifty computers in Jobs garage, their business expanded and the two were able to increase their production levels from 50 to 200 computers that were delivered to San Francisco Bay are computer hobbyists at $ 666 per electronic device (The referenceforbusiness.com).

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Additionally, Jobs received the required funds to high a team of intelligent local computer experts to assemble circuit boards and design and program software. Along the path of success and the experience of developing the company to what it is today, Jobs hired some of the most brilliant minds. For example, he sold one-third of the Apple to Mike Markkula to obtain the electronic engineer's knowledge of building large computers/servers and received the services of Regis McKenna as the advertising and public relations expert of the company (The referenceforbusiness.com). By 2005, the company had register 13, 426 employees and sales worth $ 13.93 billion, but even with the best team Jobs was not ready to share power on leadership and management of the company; therefore he resorted to the use of autocratic leadership style and upstream to downstream communication approach.

Company Management Styles

Steve Jobs was one of the renounced leaders and managers of Apple Inc. During his term and service to the company, Jobs was very authoritative since his decisions were made with less consultation; therefore, making it quick in responding to business-related challenges and changes (Murphy). Jobs' ideal leadership style was termed as autocratic approach since he was responsible for both the innovation and creativity sectors. His ideal responsibility surpassed the establishment, creation, and release of both iPhone and iPad even though the corporation established claims on the unsuccessful trends of both products before they were designed and created (Murphy). His quick decision enhanced on the company's rapid revenue growth that was registered as 250 percent.

In other words, Jobs was demanding towards the employees and himself, his instructions, work plan, and deadlines were next to impossible to achieve; thus, making him a radical decision-maker that at the time left most of the stakeholders suggesting the company was better off without him. Additionally, the communication platform of the autocratic leadership style is one way "upstream to downstream," Jobs gave instructions on what needs to be done, and often his responses to the employees were unplanned; therefore, focusing on the harmful elements of a task such as simple mistakes (Murphy). His decision was unilateral and accomplished his objectives by directing the employees, but at the same time, he deprived the staff the opportunity to gain knowledge experience to enhance on their businesses (The referenceforbusiness.com). Moreover, he was often de-skilling the staff that affected decision making approaches and company productivity.

Solution to Jobs Autocratic Leadership Style

After the departure of Jobs, Apple needed a different leader to expand its boundaries and drive the company to greatness. Tim Cook was appointed the C.E.O of Apple Inc. corporation, and he immediately adopted the legendary entrepreneur practice the fused quite well with innovative leadership mechanism. Even though many of the economists and business experts had little faith in Cook due to his lack of visionary approach like Jobs, but the leader focused on his strengths to enhance on the charismatic and perceptive approach of involving the Apple staff in all events of the company (Lashinsky). He did not use the autocratic leadership style but adapted the free management/leadership style through promoting Apple's team of talent.

Cook's style encouraged consensus establishment and construction, especially among the highly-ranked employees before established decision making (Lashinsky). He reduced his role in the creation and manufacturing of Apple products; instead established team heads to manage such products and report directly to him on the progress and in the case of any difficulties, his decisions concurred with discussions among different levels of management; therefore, providing a two way communication strategy; upstream-to-downstream and downstream-to-upstream (Lashinsky). Among some of the products, Cook established management teams to oversee the iWatch project; thus, developing industry and staff goodwill. Even though analysts create that Cook lacks innovative sight, but he establishes the element of growth among the employees by providing the room to learn and experience. Lastly, his decision-making speed is rather slow since it enhances on consultations; therefore, making him avoid simple mistakes that can affect the company (Lashinsky).

Conclusion

Jobs was a founding member of Apple Inc., and during his reign, as the C.E.O he implemented an autocratic leadership and management style that enabled him control and oversee the innovation and creation of Apple products. His leadership style was authoritative; thus, offering the minimal opportunity for employee growth and development, rational decision making, and a high chance of making mistakes. The solution to his type of leadership was established after Cook implemented a democratic management and leadership style that allowed a free model of communication 'two-way.' Cook's model encouraged collective decision making among the high-ranked staff of the company and was open to suggestions on a better approach to solving the issue. Finally, he minimized the role of the C.E.O and offered opportunities to other team leaders to oversee and manage the creation of Apple products; therefore, increasing the employee and company productivity.

Work Cited

Lashinsky, Adam. Apple's Tim Cook leads different. 26 March 2015. <http://fortune.com/2015/03/26/tim-cook/>. Accessed on 6 November 2018

Murphy, Mark. The Leadership Model Used By Steve Jobs, Henry Ford, And Thomas Edison. 14 January 2014. <https://www.forbes.com/sites/markmurphy/2018/01/14/the-leadership-model-used-by-steve-jobs-henry-ford-and-thomas-edison/#7b1378bc23f6>. Accessed on 6 November 2018

Rawlinson, Nik. History of Apple: The story of Steve Jobs and the company he founded. 25 April 2017. <https://www.macworld.co.uk/feature/apple/history-of-apple-steve-jobs-mac-3606104/>. Accessed on 6 November 2018

The referenceforbusiness.com. Apple Computer, Inc. - Company Profile, Information, Business Description, History, Background Information on Apple Computer, Inc. n.d. <https://www.referenceforbusiness.com/history2/31/Apple-Computer-Inc.html>. Accessed on 6 November 2018