Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reason
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Starting with Apple's founding in 1977, Steve Jobs saw his main task as leading the planning process to develop new and improved PCs. Although this was a good strategy, his management style was often arbitrary and overbearing. For example, Jobs often played favorites among the many project teams he created. His approach caused many conflicts and led to fierce competition, many misunderstandings, and growing distrust among members of the different teams. Jobs' abrasive management style also brought him into conflict with Apple's directors, and they became convinced Jobs's management style was the heart of the problem and asked him to resign.
Question:
Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reasons
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- Direction: Suppose you are a manager of a certain company; you have a very competent employee whom you trusted most. One day you left for an out of town business summit. You entrusted him the whole organization while you are not around. When you came back, you have found out that there are important documents lost inside your office. You have already conducted an investigation and there was no lead who had stolen the said documents. Your employee apologized about his negligence and asked for a second chance to regain your trust. As a manager what is your stand about the incident? How do you impose consequences to the employee with fairness? After answering, what are the factors that you have considered in order to ensure that the consequence is fair?After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…
- The path-goal theory of leadership emphasizes the importance of leaders clarifying the path to goal attainment for their followers and providing the necessary support and guidance to help them achieve those goals. According to this theory, effective leaders engage in behaviors that remove obstacles, provide incentives, and offer support to facilitate the success of their followers. These behaviors may include offering coaching and feedback, setting clear expectations, and adjusting their leadership style to fit the needs of individual followers and the demands of the situation. By actively supporting their followers in overcoming challenges and reaching their objectives, leaders can enhance motivation, satisfaction, and ultimately, performance within the organization. Question: How can leaders effectively tailor their leadership behaviors to the specific needs and preferences of their followers, while also maintaining consistency and clarity in their approach?After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…There are five primary types of leadership: Transformational, Authoritarian, Delegative, Transactional, and Participative. In your initial post: Explain your leadership style. Which of the five primary types of leadership most closely aligns with your style? Why did you pick that style? Why is it the best leadership style for the sector of the economy you choose to work in? (This can either be with your current job or the job you plan to work in after you graduate.) Should leaders change their leadership style to adapt to different circumstances? Why or why not?
- Joy Pechum, CEO of California Anesthesiology Group (CAG), was sitting in her office, preparing the agenda for the meeting of the board of directors to be held next Sunday. She thought about what to offer the board as an explanation for why she would spend $20,000 to deploy standardized project management methodology. At that moment the phone rang. She picked it up and heard the voice of Patrick, her VP of finance. He began, “Joy, I have a vendor invoice here. It shows that Dr. Squirrel had bought a computerized patient management system, costing $250,000. Its deployment would cost us another $250,000, i.e., a total of half a million dollars! All I want to know is whether you have approved it.” “No, I have not,” answered Joy hanging up angrily, trying to visualize the face of Dr. Squirrel, a big gun in the company, both as an anesthesiology expert and shareholder owner, when she tells the board about this purchase. OUR UNIQUE PRACTICE CAG is a for-profit company of 200+ medical doctors…The morale among FEMA employees was as bad as the agency’s performance. Having grown from a complicated background, the agency struggled to cope with an uncertain mission. FEMA’s predecessors, including parts of the Reconstruction Finance Corporation during the Roosevelt administration and the Federal Disaster Assistance Administration during the 1960s and 1970s, had for decades worked to provide disaster relief. Then, during the Cold War, it became responsible for planning to help the nation recover in case of nuclear attack. The agency became FEMA in 1979, but its very different responsibilities never did fit neatly together. It had the tough job of acting like a local fire department--it needed to be ready to respond instantly to a wide range of disasters, wherever they might occur. But unlike most local fire departments, it found itself chronically underfinanced. It was an independent agency without a cabinet-department home. No one wanted to spend much money on the agency in…1. The president and founder of a small consumer product company tells you, ‘Nobody around here has any respect for me. The only reason they listen to me is because this is my company’. Company employees report that he is a highly controlling individual who does not let anyone do anything for themselves. What behaviors should the president attempt to emulate to improve his leadership style? Under what conditions would you expect the president’s current leadership style to be most effective?
- What do you think is the best leadership style? Why? Cite 3 reasons and relate to our current situation. References: Autocratic Leadership Also called the authoritarian style of leadership, this type of leader is someone who is focused almost entirely on results and efficiency. They often make decisions alone or with a small, trusted group and expect employees to do exactly what they’re asked. Closely supervises and controls people when they perform certain tasks. The Democratic LEADERSHIP Includes one or more people in the decision making process of determining what to do and how to do it. Maintains the final decision making authority. Balances production and people issues Builds a working team of employees Team approach: involves subordinates Organization is a vehicle for carrying out plans Laissez-faire or hands-off Leadership This leadership style is the opposite of the autocratic leadership type, focusing mostly on delegating many tasks to team members and providing…Joseph and Krystal are part of your social group. They joined Missile’s Financial Services together as middle managers. Each one, reports to a different senior manager. These managers report to the Managing Director. Once a month after payday, Joseph, Krystal and other members of the social group all try to have lunch together.Joseph is very distressed. ‘I’ve had an awful week and this morning was the worst!’ He recounts what happen between himself and Nicholas, his manager.‘Nicholas and I were to meet with a new supplier to finalize a contract. I have been dealing with the supplier all this time, over two and a half months and we just needed to finalize the costing. We had reached an agreement about the cost that both of us were comfortable with. For the past two weeks, I have been trying to get Nicholas to look at the contract and agree the figures etc. We really need this guy’s company. They are fast and have a great reputation for products and services. The price is good and…Hikaru just got his performance review from his supervisor, Magnus. It was unexpectedly poor and Hikaru is very upset. Accordingly, Hikaru emailed his boss and asked for an explanation. His boss replied immediately and offered to discuss the performance review in detail and openly talk about any of Hikaru’s concerns. According to Hofstede’s study, Hikaru is likely living in a country that values: a. high relational leadership b. low uncertainty avoidance c. low power distance d. high contingent rewards e. high work centrality