Character in Effective Leadership: Steve Jobs

The Importance of Character in Effective Leadership

Individuals such as Steve Jobs define success as triumphing over opponents, accomplishing supremacy in the competitive marketplace and meeting production goals. For the aforementioned objectives to be attained, appropriate talent must be present within the organization. This demands possessing the right character of the leader to derive the utmost potential of everyone. Successive organizations such as Apple Inc, reveal that winning exists as the simple by-product of leaders who get the optimal from the team through their character.

With the business environment experiencing a state of endless changes, it demands good character to lead the human nature in the subordinates that has stayed the same. Character tracing to the compass of values that defines ones personality transpires to the core of nurturing strong leadership. This suggests that accomplishing strong leadership mandates assuming more concern with individual character rather than the reputation. Character reflects what one really is, oppositely to reputation which represents what others say one is.

The choice a leader has to make in a decision making process reflects the character that one illuminates in everything they do. Successful leadership reveals a golden rule asserting thatthe choiceone makes traces to ones personality and character constituting the initial navigation point. At this point, the character emerges a vital element in leadership fundamentally shaping how one engages with the immediate world and what one notices as the guidepost for one’s behavior. As a result, character influences the leadership choices and behavior as individuals prioritize seeking more what they value.

Unlike the theoretical knowledge shared by different generation of scholars, the character generates the true-self as a masterpiece of the compass one utilizes to navigate through life and leadership. It is through the character interwoven in the human fabric reflecting Shakespeare assertions of ‘to thine own self be true’ that clarifies what one stands for and builds their leadership around their defined values. The evolution shared by successful leaders, including Larry Page, Steve Jobs and the legendary Coach John Wooden illustrates that though one may utilize ability to get to the top, it takes character to retain the pole position.

Steve Jobs Leadership

Innovative, focused and determined constitute the description tag attributed to the legacy of Steve Jobs to both at Pixar Animations Studios and Apple Inc. In his accomplishment of resurrecting Apple In through innovation, he left a trail of astounding leadership visible in the incomparable experience of the Apple brand. Steve’s leadership reveals a volatile approach that left his reign at Apple, Next and Pixar destructed. His early leadership days reveal a man committed to construct his own style in accomplishing organizational objectives.

Steve’s destructive conduct at Apple led his eventual dismissal as he often fell in with colleagues much too easily. He would often fail to get the potential of A-players in the pursuit of changing the immediate world of innovation. Job returned to Apple a changed man to pioneer the world-changing releases of the technology (Zenger, 2013). This shows the adaptability character blend with his emotional intelligence while accommodating change. Had he failed to admit flaws and adapt to the environmental changes, Steve would never horned his leadership.

Steve illuminated focused leadership in the world of innovative possibilities. The ability focus enabled subsequent generation of Apple products appeal more customers into the brand’s ecosystem. For example, he would spot aneed for Apple customers and develop a product by spending every ounce of the company’s energy in perfecting its release (Hom, 2013). His ability to remain selective in his focus and committing to its success transpired to the tremendous success of the Apple Company.

He created the sense of urgency that he conveyed to his subordinates. Often he would emphasize the process of life and death to portray time as the greatest resources to accomplish success. He portrayed that failure to grab onto the carefully selected idea or failure to remain patient in releasing the product would never cut the wow experience for the end-users (Siltanen, 2011). This explains why he prioritized innovative solutions by building products before Apple customers would realize their need.

Alike other innovative game-changers such as Larry Page at Google, Steve barely replicated what rivals did. Instead, he believed in playing a better game of setting the pace through visionary products. This is exhibited by the iPad generation at a time that consumers demanded a cross between computers and smartphones. Steve proved his vision by building a life of products that other individualsaccepted to live in his yardstick of quality (Katzenbach, 2012). Job exactitude mattered in communicating his structured thinking that reflected his technical prowess as applicable guidelines for the Apple’s small-group approach. This generated order to quell the innovative chaos by perfectly organizing projects sends out in exhaustive follow-ups (Browning, 2013). Consequently, he mapped-out checkpoints along the perfected implementation plan.

Job approach to projects saw him challenge teams in their assignments through an effective model for them to accomplish beyond the possible in the competitive market. The subordinates embraced the challenge, leaving an evolving management style replicated in the emergence of Pixar. In particular, Steve pushed Pixar to progress by encouraging team members to stay the carefully selected course (Hurley-Hanson & Giannantonio, 2013). This enabled the subordinates to embrace the right push and commit to make the next big product. Although he made the final decisions on the product designs, he acknowledged that retaining the right workforce would constitute Apple’s greatest asset. He shared that great enterprise ideas rested on the team efforts.

References

  • Browning, G. (2013, May 13). Why Steve Jobs’ Exactitude Mattered as Much as His Vision. Retrieved October 04, 2014, from http://www.inc.com/geil-browning/leadership-communication-structured-thinking.html
  • Hom, E. J. (2013, March 21). Steve Jobs Biography. Retrieved October 04, 2014, from http://www.businessnewsdaily.com/4195-business-profile-steve-jobs.html
  • Hurley-Hanson, A. E., & Giannantonio, C. M. (2013). Academic Reflections on the Life and Career of Steve Jobs. Journal of Business and Management, 19(1).
  • Katzenbach, J. (2012, May 29). The Steve Jobs Way. Retrieved October 04, 2014, from http://www.strategy-business.com/article/00109?pg=all
  • Siltanen, R. (2011, December 14). The Real Story Behind Apple’s ‘Think Different’ Campaign. Retrieved October 04, 2014, from http://www.forbes.com/sites/onmarketing/2011/12/14/the-real-story-behind-apples-think-different-campaign/
  • Zenger, J. (2013, August 22). The Big Lesson About Leadership From Steve Jobs. Retrieved October 04, 2014, from http://www.forbes.com/sites/jackzenger/2013/08/22/the-big-lesson-about-leadership-from-steve-jobs/
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