contempory leadership issue1

7/28/2019 Contempory Leadership Issue1

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CONTEMPORYLEADERSHIP ISSUE

Presented ByGROUP 7Manoj Kanwar (29)Mitushi (30)Nikhil Valiramani (34)Prakhar Yadav (37)Sakshi Gupta (45)Shiladitya Chaterji (50)


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6/21/2013 2

A study of

The Leadership issues

Why

Jobs Asleader??

A m a n

w h o

n e v e rg a v e u p


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Visionto be the best in digital market not to be rich or great

Innovation transformed the very idea of music, animation,

computers, mobiles etc.

Expert Powerbrilliant mind, challenge to his knowledge

Charismaticpeople listened when he spoke

Confidence

InspiringRisk Taker

3


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Focushe knew what to do & filtered out whatever he

considered useless

Sincerity & Committedgave his whole energy..

Perfectionist-- Cancelled projects if not met hisstandards.. Such as apple PDA

Optimistic joined Apple in downturn and rose its

value from $5bn to $500bn.

Dell said ...


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o Born on February 24, 1955 and adopted by Paul & Clara Jobs.

o Worked with HP for summer internship after High School.

o Dropped out of college after the very first semester.

o 1976: Started apple computers with Steve Wozniak in 1976.

o 1984: Introduced Revolutionary Macintosh the market.

o 1985: was forced to resign by the board of directors of Apple computers.

o 1986: Founded Next Computers

o 1986: Co-founded Pixar Animation Studio.

o

1997: Next computers was sold to Apple & Jobs became the CEO.o 2001: launched revolutionary iPod

o 2007: Introduced 3G iphone, first of its kind in the market

LIFE SKETCH


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Your work is going to

fill a large part of your

life, and only way to be

truly satisfied is to do

what you believe isgreat work. And the

only way to do great

work is to love what

you do. If you haventfound it yet, keep

looking. Dont settle.


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Contemporary Issues in Leadership is -

A way of communicating that shapes meaning of :

Selective highlighting of facts

Events Ignored in traditional leadership studies

Leadership is setting a new direction or vision for a group that they follow, a

leader is the spearhead for that new direction.

CONTEMPORY LEADERSHIP ISSUE


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Focuses on "transforming" others to help

each other, to look out for each other.

Encouraging and harmonious, and to look

out for the organization as a whole.

Leadership creates valuable and positive

change in the followers.

Enhances the motivation, morale and

performance of his follower group.


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Although a transformational leader but not a level 5leader

He was much of task oriented and hence had a low scoreon Leader preferred Co-worker Scale

Credited himself for the success

Not very humble

Worked in team but every time a new team

Single handed decision

Innovations brought into action successfullyStuck to his vision and goal and wanted others to do the same

Enhanced the brand value of Apple after is went into crisis

Increased competitivenessex. Samsung, Nokia

Believed leader and follower are different


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Thats been one of my

mantras -focus and

simplicity. Simple can be

harder than complex: You

have to work hard to get

your thinking clean to

make it simple. But its

worth it in the endbecause once you get

there, you can move

mountains.


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He enhances his followers

motivation, morale

performance

Dream bigger.


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You can't just ask customers what they want and then try to give that to them. By the

time you get it built, they'll want something new Steve Jobs


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Being jerk

jobs criticised any one found at fault publically

Living with bad decisionsbringing in John Scully who moved

Jobs out of apple

Not communicating expectations or goalsJobs wanted every

one to think & act the way he did

Fail to train and invest in staff he took decision to his ownand was not able to impart his knowledge. a different team

every time he worked on a project

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Failure to advocate, support, and nurture initiativefired ppl

who took on spot initiative

Dont build wallsgreat restriction

firing of people for letting secrets out

hardly 12 people say the actual iphone before its launch

in 2007 apart from jobs

Failure to provide and receive feedback from staff people

were afraid to give feedback and he fired people before giving

feedback

Allow conflict and competition to get out of controlhe would

encourage conflicts at the time of discussion15


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Heres to the crazy ones,

the misfits, the rebels, the

troublemakers, the round

pegs in the square

holes the ones who seethings differently -theyre

not fond of rules

because the ones who are

crazy enough to thinkthat they can change the

world, are the ones who

do.


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Include nothing but All-stars.

Never stop asking Why?or Why Not?

Discover your top employees and cultivate them.

Continuously ask questions of young leaders.

The key brand issue is trust.

Too many organizations cut costs and quality.

Be a part of an organization that can change the world.

Use meetings exclusively for strategy and brainstorming.

Intuitive decisions have a better track record.

Hire only passionate employees


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The conclusion of Stevejobs is never give up.

He was terminated from APPLE but he didnt give up he

took his next step towards his NeXT move.

He proved that he is a great leader. A leader worth

emulating and followed.

He proved that JOBs can survive without APPLE but

APPLE probably not.


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