Life history and leadership of steve jobs

1. Presentation on
LIFE AND LEADERSHIP
OF

2. Presented By
RANJIT BISWAS
Student of
Bangabandhu Sheikh Mujibur Rahman
Science & Technology University.
Department of MANAGEMENT
ID:20111105029

3. Young Steven Jobs
 Born on February 24th, 1955 in San
Francisco, California
 Put up for adoption a week after birth
 Adoption was finalized under the condition
that Steven would attend college

4. Education
 Jobs went to Reed
College in Portland
Oregon
 He studied
Poetry, Literature, an
d Physics
 After one
semester, Jobs
dropped out of
college.

5. The Beginnings of
5
Apple
Computer, Inc.

6. Apple Inc.
6
Born on April 1st, 1976
 Formerly Apple Computer, Inc., is
a multinational corporation that
creates consumer
electronics, computer
software, and commercial servers.
 Apple's core product lines are the iPad
, iPhone, iPod music
player, and Macintosh computer line-

7. The Beginnings of Apple

7 After spending time in India in
1974, Jobs returned to America
 He visited with Woz the
homebrew computer club, but
was not content with just the
creation of electronics.
 Jobs convinced Woz to help
him create a personal
computer, the Apple I
 Jobs, with marketing help from
a friend, had the vision of
creating a computer company
that would make and sell pc‟s.

9. Apple
 Jobs and Woz sold
the Apple I in 1976 for
$666, making over
$776,000 from sales
 In 1977, the two
released the Apple
II, a single board
computer with
onboard ROM and a
color video interface.

10. The Macintosh
 In 1984, Apple released the Macintosh, the first
personal computer with a graphical user interface.
 It had 128K of memory, and was expandable.
 Along with the mouse, the Macintosh was the most
revolutionary computer made up to that point.

11. NeXT
 Jobs project in the late 1980’s to mid 90’s was
NextStep
 A new computer company based on an object
oriented software platform, NeXT failed first as a
hardware company, then as a software company
 Apple similarly did very poorly in the early and
mid 90’s, brought on by poor leadership and
stagnating computer design

12. The Second Coming of Jobs
 In 1996, Apple bought
NeXT, and with it
came Steve Jobs.
 In 2000, Jobs became
the full CEO of
Apple, after the
success of the
iMac, the first
computer mainly
marketed for its
looks.

13. Return to Profitability and
Innovation
 Jobs continues to
innovate the computer
industry, spearheading
projects like the
iPod, iTunes and its
Music Store, and high
end computer
 Under Jobs’ watch, Apple
has entered a new phase
of growth and
profitability, fueled by his
imagination and quest
for perfection

14. Apple's Steve Jobs dead at 56
 OCTOBER 05:
Candles, flowers, and an iPhone
with Steve Jobs photo
displayed, are seen in
remembrance of Steve
Jobs, founder and former CEO of
Apple Inc, outside the Apple
Store at West 66th Street on
October 5, 2011 in New York
City.Jobs, 56, passed away
October 5, 2011 after a long battle
with pancreatic cancer. Jobs co-
founded Apple in 1976 and is
credited, along with Steve
Wozniak, with marketing the
world's first personal computer
in addition to the popular
iPod, iPhone and iPad.

16. Components of Job's
leadership
 Focus
 Passion
 Risk taker
 Innovation
 Involvement
 Effective Communication

17. Components of Job's
17
leadership
 While Apple had six CEOs through the period of 1977-1985, it
has become evident that it lacked both marketing and
technological zeal and the CEO which the company needed had
to combine the knowledge and vision of the future technology
and marketing.
 Thus, one of the peculiarities of Jobs' leadership style is that
he sees the core company's activity through the marketing prism.
 Jobs was able to restructure the company and return it to the
normal performance through the development of new products
and making them popular among consumers.

18. The leadership style of Steve Jobs
Transformational leadership
 like a transformational leader, he focuses on "
transforming " others to help each other to be
encouraging and harmonious, and to look out
for the organizations a whole .
 His leadership creates valuable and positive
change in the followers
 In his leadership he enhances the motivation
performance of his followers group , some
people also categorize him as a charismatic
leader .

19. Cont‟d …
19
 ‟Innovation distinguishes between the leader
and the follower‟ (Deutschman, 2001) –
 This quotation is the key to the leadership
style of Steve Jobs; he has made innovations
accessible to the customers so that they keep
opening their wallets. (ICFAI, 2006).

20. Steve Jobs: an unconventional
leader
20
 Steve Jobs was an unconventional
leader. His management style wasn't
the stuff of university textbooks, he
wasn't known for his consultative or
consensus building approach.
 He was a "high-maintenance co-
worker" who demanded excellence
from his staff and was known for his
blunt delivery of criticism.
 But it was his sheer genius combined
with his ability to articulate his vision
and bring staff, investors and
customers along on the journey ; plus
the lessons learned in a major career
setback , that made it work. The
results: indisputable.

21. Cont‟d…
21
 one of the peculiarities of Jobs‟ leadership style is that
he sees the core company‟s activity through the
marketing prism.
 Jobs was able to restructure the company and return
it to the normal performance through the development
of new products and making them popular among
consumers. ‟Apple is committed to bringing the best
personal computing experience to students,
educators, creative professionals and consumers
around the world through its innovative hardware,
software and Internet offerings‟ (Young, 2005)
This is the mission statement which Apple follows at
present.

22. 22
 Steve Jobs has brought Apple back from the verge of
oblivion, racking up profits and restoring Apple's
image with the innovative iMac and iBook. Apple stock
has increased more than 8 times since Jobs returned.
And he left behind a company in the best financial
shape of its 35-year history.

23. CHARISMATIC LEADERSHIP
23
 In the past, many felt that Steve Jobs' charismatic
leadership and idiosyncrasies caused some internal
problems. At Apple, he was seen as a leader whose
brilliance and idealistic vision of "providing computers as a
tool to change the world," drew other talented people to
him. By the same token, his management style tended
toward throwing tantrums and to berating and humiliating
employees who disagreed with his ideas.
 Also, his habit of making decisions and then suddenly
changing his mind has been given as part of the reason he
is difficult to work for.

24. Cont‟d…
24
 Harvey's (2001) study of Steve Job's charisma at
Apple Corporation raises several important
points.Jobs uses exemplification (embodying the
ideal of being morally responsible, committed to
the cause, and taking risks) and self-promotion
(and less often organization-promotion) to enact
his characterization of charismatic leadership
(Harvey, 2001: 257). When leaders cast
themselves in the charismatic roles and their
followers are cast as allies in pursuit of the
charismatic leaders vision (Gardner & Alvolio,
1998: 42; Harvey, 2001: 254), .

25. Visionary leadership .
25
 “Visionary” is how he is most often described in
relation to Apple, the company he founded with high
school buddy Steve Wozniak in 1976, was effectively
fired from in 1985, and then returned to in 1997 with a
renewed sense of purpose.
 And what a triumphant return it was. According
the LA Times, the market value of Apple's shares
has grown from about $US5 billion in 2000 to $US351
billion today making it one of the biggest publicly listed
companies in the US, up there with the likes of Exxon
Mobil.
 He worked at Atari and travelled through India before
seeing a commercial opportunity in the computer (the
original Apple I) Wozniak had built to impress some
friends.

26. On Recruiting talent
26
“When I hire somebody really senior, competence is the ante. They have to be really
smart. But the real issue for me is, Are they going to fall in love with Apple? Because
if they fall in love with Apple, everything else will take care of itself. They‟ll want to do
what‟s best for Apple, not what‟s best for them, what‟s best for Steve, or anybody
 else.
“Recruiting is hard. It‟s just finding the needles in the haystack.
We do it ourselves and we spend a lot of time at it. I‟ve
participated in the hiring of maybe 5,000-plus people in my life.
So I take it very seriously. You can‟t know enough in a one-hour
interview. So, in the end, it‟s ultimately based on your gut. How do
I feel about this person? What are they like when they‟re
challenged? Why are they here? I ask everybody that: „Why are
you here?‟ The answers themselves are not what you‟re looking
for. It‟s the meta-data.”
 Passion rules! Passion is about our emotional energy and a love
for what we do. Without passion it becomes difficult to fight back
in the face of obstacles and difficulties. People with passion find a
way to get things done and to make things happen,
 in spite of the obstacles and challenges that get in the way.

27. 27

28. Problems faced and how did he
28
overcome those ...
 " you have probably had
somebody punch you in the
stomach and it knocks the
wind out of you and you
cannot breathe . the harder
you try to breathe , the
more you cannot breathe.
and you know that the only
thing you can do is relax so
you can start breathing
again ."
 Steve Joabs, after he was
ousted from Apple
Computer ,in 1985.

29. Steve Jobs . Leadership Lessons
29
Persistence is the key
 Steve Jobs was a very persistent person and it was most
exemplified through his exit from Apple. He would not give up,
but went on to start NeXT computers which would eventually
be acquired by Apple Computers Inc.
 If Jobs was like most people, he would have given up and
spent the rest of his life being bitter about his loss.
 As a leader, you have to be ready to face setbacks. Setbacks
are a part of life and whether you become successful or not
often depend on your ability not to give up. It is all the more
important to display this attribute, especially if you want to
build a never-say-die team.

30. Cont‟d …
30
Innovation brings leadership
 Jobs saw the power of innovation in building his
company. Till today, we can see the innovating
power of Apple Computers Inc as it continues to
take market leadership in the industry.
 If you want to maintain your leadership, you have
to be the one who‟s constantly up with new ideas,
new initiatives, all in the spirit of moving your
organizational mission forward. In whatever
industry you‟re in, your constant innovation in
alignment with your mission will keep you ahead
of the pack.

31. STEVE JOBS
31

32. 32

33. Conclusion
33
Last of all,JOBS charisma, self-confidence and
passion for work overshadow all his negative
characteristics thus making him one of most
successful CEO‟s of the decade.

34. 34

36. REFERENCES AND
36
BIBLIOGRAPHY
 Bass, B.M., 1985. Leadership and Performance Beyond Expectations . New York,
NY: FreePress.
 Conger, J.A and Kanungo, R.N., 1987. Toward a behavioural theory of charismatic
leadership in organizational settings. Academy of Management Review , 12 (4), pp.
637-647.
 Growthink, 2010. Entrepreneurial Leadership: The Definition of an Entrepreneur.
[online] Available athttp://www.growthink.com/businessplan/help-
center/entrepreneurial-leadership [Accessed 20 October 2010].
 Gupta, A., 2010. Steve Jobs, CEO Apple. [online] Available at :http://www.practical-
management.com/Leadership/Steve-Jobs-Apple.html[Accessed 20 October 2010].
 Harvey, A., 2001. A Dramaturgical Analysis of Charismatic Leader Discourse. Journal
of Organizational Change Management , 14 (3), pp. 253±265.
 Hormby, T., 2008. The Roots of Apple¶s Retail Stores. [online] Available
at:http://lowendmac.com/orchard/08th/roots-of-the-apple-store .html[Accessed 10
November 2010].
 Kahney, L., 2008. Inside Steve's Brain. London: Atlantic Books.
 Moisescot, R., 2010. Steve Jobs: Long Bio. [online] Available
at:http://www.allaboutstevejobs.com/bio/long/05.html[Accessed 20 October 2010].
 Mullins, L.J., 2007. Management and Organizational Behaviour . 8 edition . Harlow:
FT Prentice Hall.
 Northouse, G.N., 2010. Leadership: Theory and Practice . 5th ed. London:
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