Ldr 535 Case Study Transformational Leadershipslide 1title Transform ✓ Solved

LDR 535 Case Study: Transformational Leadership Slide 1 Title: Transformational Leadership Case Study Slide 2 Title: Objectives Define leadership theories. Assess an effective leadership theory or approach to support an organizational change. Slide 3 Title: Challenge Voice Over: In this case study, you will assess and evaluate how Steve Jobs used transformational leadership to turn Apple into a highly successful, innovative organization. You will also assess another dominant leadership style he used and the impact of both these leadership styles. You will practice collaboration skills that promote diversity of thought and dispel inappropriate communication.

In addition, you will learn the role of empathy in collaboration, change leadership, and transformational leadership. Text: This case study will enable you to: · Understand how Steve Jobs used transformational leadership to turn Apple into a highly successful and innovative organization. · Explore dominant leadership styles and their impact on organizational practices. · Practice collaboration skills that promote diversity of thought and dispel inappropriate communication. · Apply the role of empathy in collaboration, change leadership, and transformational leadership. Slide 4 Title: Changing Perspectives through Collaboration, Empathy, and Transformational Leadership What are the benefits of collaboration and empathy in the workplace and how do they relate to transformational leadership and effective change management? · Effective leaders collaborate to improve their thinking and handle complexity effectively. · A collaborative workplace allows for the effective flow of information; creativity; enhanced problem-solving; an engaged, productive workforce; and trusting relationships. · Empathy promotes effective collaboration, innovation, and competitive advantage. · Empathy makes you a more effective leader because you: · Understand others better · Build better relationships · Retain talent · Lead effective change · Create cohesive, innovative organizations · Collaboration and empathy are key characteristics of transformational leaders.

Slide 5 Title: Overview of Jobs’ Role in Apple Steve Jobs founded Apple in 1976 with Steve Wozniak. Four years later, their company went public, and four years after that, they launched the Macintosh. As time went by, Jobs’ vision for the computing industry increasingly clashed with Apple CEO, John Sculley. In 1985, Jobs resigned from Apple. By 1997, Apple was in severe financial difficulty.

However, in 1996, Apple had purchased NeXT, a company founded by Jobs, and Jobs was again working for Apple. Fortunately for Apple, Jobs revived the company through his innovations and leadership and, by 2011, Apple was challenging ExxonMobil as the most globally valuable company. Slide 6 Title: Jobs’ Leadership Approach Jobs utilized aspects of transformational leadership to bring about these changes in Apple and lead it to success. Transformational leadership is about going beyond the status quo, and consists of continuous personal and organizational improvement and innovation. The four main characteristics and behaviors transformational leaders display are: · Individualized consideration (shows empathy to and communicates openly with each individual follower) · Intellectual stimulation (challenges the status quo, takes risks, seeks input from and collaborates with others) · Inspirational motivation (creates an inspiring vision for others and takes actions to move the organization forward to achieving the vision) · Idealized influence (displays a high level of faith, ethical behavior, and self-esteem) Slide 7 Title: Jobs’ Leadership Approach How do you think employees and co-workers responded to Jobs’ visionary leadership?

Answer field Slide 8 Title: Jobs’ Leadership Approach Feedback Jobs was highly respected for his vision and talent, and ability to bring his visions into reality. This inspired and created trust in Apple’s workforce, investors, and customers. Slide 9 Title: Criticisms of Jobs’ Leadership Style In addition to a transformational leadership approach, Jobs used a transactional leadership approach. Transactional leadership is using reward and punishment to gain compliance from others. Moreover, while Jobs certainly changed the culture and success of Apple for the better, he was known to have poor interpersonal skills.

He could be rude, harsh, and irritable with others, and often moved ahead without taking others’ ideas, opinions, and feelings into consideration. In fact, Wozniak stated that Jobs did not need to “terrorize†others as he did in order to succeed. Overlay/pop-up: Has this new information changed your perspective about the effectiveness of Jobs’ leadership? Slide 10 Title: Alternative View Consider the poor reports and criticisms of Jobs’ leadership style. Put yourself in the place of those who were on the receiving end of Jobs’ negative treatment.

What do you think the impact of his negative interpersonal behavior was on the workforce and culture of the organization? Answer field Slide 11 Title: Alternative View Feedback His negative interpersonal behaviors were likely to cause one or more of the following consequences in the workforce and organizational culture: resentment, fear, lack of trust, lack of respect, negative effect on interpersonal relationships, negative impact on employee loyalty, hindering or limiting collaboration and/or flow of information, difficulty in retaining talent. Slide 12 Title: Alternative View – Health of Culture Do you think his negative interpersonal behavior contributed in any way to the success of Apple and the health of its culture?

Explain your answer. Answer field Slide 13 Title: Alternative View – Health of Culture Feedback It is not likely that negative interpersonal behaviors contribute to the success and health of an organization. As Wozniak stated, Jobs still could have achieved everything he achieved without having to terrorize others. Thus one could ask what more he could have achieved had he employed more positive interpersonal behaviors. Slide 14 Title: Alternative view- Success Do you think that the Apple workforce would have accepted his negative interpersonal behaviors if his ideas had not succeeded?

Explain your answer. Answer field Slide 15 Title: Alternative view- Success Feedback It is most reasonable to assume that the workforce would have been less tolerant of his behavior had his ideas not succeeded. The reason this is probable is because his ideas created success for the company and the people who worked there. This meant if they wanted to share in the success, they had to tolerate his behavior. Some people may even have overlooked his negative behaviors due to the success he created for the organization.

Slide 16 Title: Alternative View – Justification Do you think his negative interpersonal behaviors were in any way justifiable? Explain your answer. Answer field Slide 17 Title: Alternative View – Justification Feedback Poor treatment of others is never justifiable. Nor is treating others poorly in pursuit of a goal, no matter how lofty the goal. However, Jobs did succeed in creating a company that provides thousands of people with a livelihood.

Note that while it is incorrect to reason that one should compromise proper treatment for financial benefits, the fact remains that Jobs had a poor interpersonal style but was hugely successful in making Apple the success it was and continues to be. Also notable is that Jobs had a complex interpersonal style because he was able to motivate people and get them to buy into his vision and ideas. Slide 18 Title: Alternative View – Health and Success of Apple Do you think his negative interpersonal behaviors detracted from the health and success of Apple? Explain your answer. Answer field Slide 19 Title: Alternative View – Health and Success of Apple Feedback It is possible that they detracted from the health and success of Apple because of the negative impact on the people and culture.

The question is, was it fundamentally necessary to treat people poorly in pursuit of success? The answer is no. Therefore, the same success could have been achieved without the negative treatment of others. By extension, how much more could have been achieved through the positive treatment of others and a healthier organizational culture? Could Jobs have left an even greater legacy than he did?

Slide 20 Title: Remediating Leadership Approach Do you think that Jobs could have created equally successful changes, continual innovation, and success in Apple by rather embracing empathetic collaboration? Answer field Slide 21 Title: Remediating Leadership Approach Feedback It is likely that Jobs could have created equally, if not more, successful changes, continual innovation, and success in Apple by embracing empathetic collaboration. Slide 22 Title: Final Submission Return to your course in Blackboard where you will prepare a reflection post. Include responses to the questions below: Do you agree with Jobs’ leadership approach? Why and/or why not?

What might you do to facilitate a more empathetic collaborative space? How would effective collaboration still have allowed Apple to succeed? What would you say to a colleague who is being disrespectful, abusive, or aggressive during a collaborative exchange?

Paper for above instructions

Transformational Leadership Case Study: Steve Jobs and Apple Inc.
Introduction
Transformational leadership has emerged as a successful leadership style that significantly influences organizational change and innovation. This case study will explore the leadership approach of Steve Jobs, co-founder of Apple Inc. By analyzing Jobs's strengths and weaknesses in transformational and transactional leadership styles, we can gain insight into how his approach shaped Apple into a pioneering organization in the technology sector.
Defining Leadership Theories
Leadership theories can be broadly categorized into various styles, including transformational, transactional, servant, and situational leadership. Transformational leadership focuses on inspiring and motivating followers to achieve their full potential and perform beyond expectations (Bass & Riggio, 2006). In contrast, transactional leadership emphasizes the exchange relationship between leader and follower, often relying on rewards and punishments to drive performance (Burns, 1978). Jobs effectively exhibited both transformational and transactional leadership tendencies.
Steve Jobs’s Leadership at Apple
Jobs co-founded Apple in 1976, and his visionary leadership played a significant role in transforming the company. He introduced innovative products that revolutionized the computing and technology industries. The core components of transformational leadership—individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence—are evident in Jobs's leadership approach (Bass, 1990).
1. Individualized Consideration: Jobs was known for his exceptional ability to communicate his vision to employees, fostering an environment of trust and respect (Isaacson, 2011). He motivated his team to achieve their full potential by encouraging creativity and collaboration. Nevertheless, his interpersonal skills were often criticized as he could be overly harsh and demanding.
2. Intellectual Stimulation: Jobs challenged the status quo by pushing his team to think differently about technology. He fostered a culture of innovation where creativity flourished. According to Wozniak, Jobs's visionary approach forced people to put effort into breakthrough innovations (Wozniak, 2006).
3. Inspirational Motivation: Jobs's charisma and compelling vision inspired not only Apple employees but also customers and investors. His ability to generate enthusiasm and create a sense of urgency around his ideas was critical in revitalizing Apple during his return in 1997 (Gallo, 2010).
4. Idealized Influence: Jobs commanded a high degree of loyalty from his followers through his relentless pursuit of perfection and ethical behavior (Isaacson, 2011). However, his often abrasive manner led to questions about whether his impact was entirely positive.
Criticism of Jobs’s Leadership Style
Despite the successes attributed to Jobs's transformational approach, there were notable criticisms, particularly regarding his interpersonal conduct. Critics have argued that Jobs's interactions with employees were sometimes detrimental (Deutschman, 2007). His abrasive style often created a culture of fear, causing resentment among his colleagues and undermining collaboration (Kahney, 2008). While many employees respected him for his brilliance, others found his lack of empathy and harsh methods demotivating. According to Wozniak, Jobs did not need to terrorize others to achieve success, which raises questions about the sustainability of his approach (Wozniak, 2006).
Impact of Negative Behavior on Organizational Culture
Jobs's interpersonal behavior likely had adverse effects on Apple’s organizational culture. Employees may have felt demoralized by his harsh treatment, potentially leading to high turnover rates and disengagement (Foust, 2011). The anxieties caused by a lack of empathy can hinder creativity and innovation, resulting in a workforce less willing to share ideas or collaborate freely (Schein, 2010).
Evaluating Leadership Effectiveness
While Jobs undoubtedly drove Apple to exceptional success, one must consider whether his leadership approach was justified. His negative interpersonal behaviors raise the question: Could success be achieved through a more empathetic and collaborative style? Had Jobs adopted a leadership approach emphasizing empathy and positive interactions, it is likely that Apple’s organizational culture would have thrived even more (Gallo, 2010). Empathetic leadership can foster an environment conducive to innovation, collaboration, and trust, positively affecting organizational performance and employee satisfaction (Kahn, 1990).
Embracing Empathetic Collaboration
An empathetic and collaborative approach can promote creativity while enhancing job satisfaction among employees. By valuing team input and maintaining constructive communication, leaders can create a more inclusive environment where every voice is heard (Nussbaum, 2013). Apple could have preserved its innovative edge while cultivating a positive organizational culture through improved interpersonal relationships.
Conclusion
Steve Jobs exemplified transformational leadership in many ways, significantly impacting Apple’s trajectory. However, the criticisms surrounding his harsh interpersonal style highlight the delicate balance between achieving results and fostering a positive workplace environment. To innovate continuously, organizations should incorporate empathy and collaboration into their leadership philosophies. Hence, understanding diverse leadership styles will help organizations achieve success while maintaining healthy workplace cultures.
References
1. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
2. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
3. Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
4. Deutschman, A. (2007). The Second Coming of Steve Jobs. New York, NY: Crown Business.
5. Foust, J. (2011). Apple’s culture of fear: How Steve Jobs’s management style gave rise to a toxic workplace. Adweek.
6. Gallo, C. (2010). The Innovation Secrets of Steve Jobs: How to Think Different and Achieve Success. New York, NY: McGraw-Hill.
7. Isaacson, W. (2011). Steve Jobs. New York, NY: Simon & Schuster.
8. Kahney, L. (2008). Inside Steve's Brain: Business Lessons from Steve Jobs, Apple's Big Idea Guy. New York, NY: Portfolio Hardcover.
9. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
10. Nussbaum, B. (2013). Why Are We All So Angry?. New York, NY: Fast Company.
By reflecting on Jobs's leadership, businesses can learn that success is not merely about profits but about creating an environment where employees feel valued, respected, and empowered.