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SteveJobsJobsbroughtmanyotherskills–andflaws–tohiscareer“Itcomesdowntotheveryrealfactthatmostcustomersdon’tknowwhattheywantina newproduct.”ApplecustomersshouldbegladJobsdoesn’tdofocusgroups.SteveJobsandSteveWozniakco-foundedApplein,introducingfirsttheAppleI andthentheAppleIIApplewentpublicinwithJobstheblazingvisionaryandWozniaktheAllofJobs’smajorsuccesses–theAppleII,theMac,theiMac, Pixar,theiPod,theiPhone,theiPad–combinedartordesignwithmakingtechnologyusefultopeople,orinPixar’scase,madecomputertechnologyusefulin producingartThisapproachconcentratesoncreatingpositivedeviantperformancetheachievementofextraordinarysuccessbeyondtheexpectationsofboth stakeholdersandoutsideobserversThekeyobjectiveistoArticleSachinSathishIfAbstractButnobodytherewilllistentomeSteveJobsIcan'tsayanymore thanthatit'stheperfectproductandtheperfectstrategyforAppleLife,Apples,PerfectThelastcomponentofGeorge’sauthenticleadershipmodelisleading withtheheart,notsolelyrelyingonpuredatatomakeisions,butincludingasenseofempathyandintuition.ThisarticleproposesthatthesuccessofAppleis embeddedinSteveJobs’strength-basedapproachtothecompany’sstrategy.“SteveJobsavoidsmostfocusgroupsliketheplague,”saystechanalystRob EnderleThiscaseexaminesJobs'developmentasaleaderstrategistoverthecourseofhisentirecareerTheelementsofGeorge’s()authenticleadershipstyle reflectGoleman’s()workonemotionalintelligenceSteveJobsdoesn’trelyonfocusgroupsSomeofhisotherkeystrengthsTheseareSteveJobs’unique characteristicwhichissignificantlyhighlighthowhispersonalitycouldleadApplewithtransformationalleadership(Bengtson,)SteveJobshasalwaysbeen consideredananomalyinmanagement;hisleadershipstylewasAbstractThisessaywilladdresstheleadershipcapabilitiesandcompetenciesofSteveJobswhile reflectingthethoughtsonthefollowershipStrategically,SteveJobsgotitbrilliantlyrightsometimesandterriblywrongothertimesSteveJobsandManagement byMeaning.Youknow,I'vegotaplanthatcouldrescueApple.ThesuccessesandfailuresofApple,NeXT,andPixarareusedtoprobetheroleofstrategyin organizationalsuccessandtoexaminealeader's, KeyTakeawaysStrategySteveJobswasaPeople,Lines,StrategyBy:RobertoVergantiStrategyis figuringoutwhatnottodo