Jobs’ charismatic leadership was clearly central to Apple’s success. But can Apple succeed without him? What steps should Apple take to increase its chances of continued success without Jobs as CEO? Are there ways to substitute for Jobs’ leadership at Apple?
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Part One: Jobs’ charismatic leadership was clearly central to Apple’s success. But can Apple succeed without him? What steps should Apple take to increase its chances of continued success without Jobs as CEO? Are there ways to substitute for Jobs’ leadership at Apple?
Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple?
Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?
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- CLASSICS IN AUSTRALIAN LEADERSHIP MANAGING THROUGH CRISIS.(Adapted by Dr. R.L. Compton from an original article by Roy Kriegler and Grant Stendal, as published by the National Times.) Philips in Victoria was experiencing severe state problems and falling productivity levels. Management was increasingly concerned over inadequate quality control, poor labour relations and an unsettled workforce with low morale. Questions1. What drivers for change do you believe caused Philips to move to a more participatory style of leadership?2. What style of leadership has Philips practiced in the past? Which style have they moved towards?Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple? Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?EADERSHIP IN THE TIMES OF COVID-19 by Deloitte study. The rapid and unprecedented spread of COVID-19 has quickly eclipsed other epidemics, both in size and scope. In addition to the deadly human toll and disruption to millions of lives, the economic damage is significant and far reaching. It is appropriate to use this phrase Volatile, Uncertain, Complex, and Ambiguous (VUCA) now. Leadership Dilemmas.The current situation pose an enormous challenge for leaders across the world. The uncertainty embedded in this situation makes the ‘leadership challenge’ even more complex. Today, leaders face innumerable ‘leadership dilemmas’ and conflicting demands, and most of these do not have a simple binary answer. Considering opposing perspectives is vital, especially in a situation where both the perspectives seem logical, it almost is like a game that cannot be won. In shor t, leadership demands are of an unprecedented nature. The world of COVID is like a microcosm within the larger ecosystem,…
- EADERSHIP IN THE TIMES OF COVID-19 by Deloitte study. The rapid and unprecedented spread of COVID-19 has quickly eclipsed other epidemics, both in size and scope. In addition to the deadly human toll and disruption to millions of lives, the economic damage is significant and far reaching. It is appropriate to use this phrase Volatile, Uncertain, Complex, and Ambiguous (VUCA) now. Leadership Dilemmas.The current situation pose an enormous challenge for leaders across the world. The uncertainty embedded in this situation makes the ‘leadership challenge’ even more complex. Today, leaders face innumerable ‘leadership dilemmas’ and conflicting demands, and most of these do not have a simple binary answer. Considering opposing perspectives is vital, especially in a situation where both the perspectives seem logical, it almost is like a game that cannot be won. In shor t, leadership demands are of an unprecedented nature. The world of COVID is like a microcosm within the larger ecosystem,…What distinguishes top-level leadership from middle-level leadership? What type of leadership does an Indian leader at the top choose, and what should his focal points be?From a frames perspective, how would you evaluate Billy Beane’s leadership as depicted throughout the film? What mistakes, if any, did he commit, and what would you recommend he do differently (if he could go back in time)? Please use the four frames to support any recommendations.
- What sources of power does Reid have in this situation? Can using legitimate power to implement a decision would have a positive effect at Blake Memorial? Detail. What influence tactics might one use if they were in Reid’s position? In what ways might Reid use the ideas of coalitional leadership to help resolve this dilemma? references: The Unhealthy HospitalWhen Bruce Reid was hired as Blake Memorial Hospital’s new CEO, the mandate had beenclear: Improve the quality of care, and set the financial house in order.As Reid struggled to finalize his budget for approval at next week’s board meeting, his attentionkept returning to one issue—the future of six off-site clinics. The clinics had been set up sixyears earlier to provide primary health care to the community’s poorer neighborhoods. Althoughthey provided a valuable service, they also diverted funds away from Blake’s in-house services,many of which were underfunded. Cutting hospital personnel and freezing salaries could…Howard Schultz leadership at Starbucks Howard Schultz is a leader because of the way he developed a vision and then made it into a reality in partnership with Starbucks’ other employees. His vision was for Starbucks to be a “third place” between home and work and that Americans would pay $3-5 for a cup of coffee. Schultz used his charismatic personality and values to develop his leadership work environment at Starbucks that built a coffee empire. He uses motivation, influence and referent power to overcome business obstacles and achieve shared success. Evidence of Howard Schultz leadership qualities are a key component of the Starbucks operation. In the most obvious example, Starbucks refers to all its employees as, “partners” and offers them stock options and health care benefits (for both full and part-time employees) . He writes, “From the beginning of my management of Starbucks, I wanted it to be the employer of choice, the company everybody wanted to work for.”…1. What is Participative Leadership Style? 2. Amidst the pandemic and every members and leader are at home, how can they still apply Participative Leadership Style? 3. Formulate at least 3 Statement of the problem about Participative Leadership Style amidst pandemic. Thanks. I don't get how to do this please help me answer
- Write an abstract on Timothy Cook (Chief Executive Officer of Apple) about the leader's life, and leadership theory such as traits, behaviors, power, and negotiation techniques. Describe significant leadership challenges that the leader has faced also describe how he overcame the challenge. Explain why the outcome was important.Is Timothy Cook considered an informal or formal leader? What type of sources of power would he have such as Reward power, coercive power, referent power, expert power, or legitimate power? What kind of leadership traits?Is Dell Too Big for Michael Dell? He’s back in charge—and he may have the toughest job in the computer business. Welcome back, Michael. Don’t get too comfortable. By returning to the top job at Dell Inc., replacing departing chief executive Kevin Rollins, founder Michael S. Dell takes on perhaps the toughest job in the computer industry. Since mid-2005 the PC maker has battled problems with customer service, quality, and the effectiveness of its direct- sales model. Lately, rivals Hewlett-Packard Co. and Apple Inc. have been gaining in sales and market share. On January 31, the day Rollins’s departure was announced, the Round Rock (Texas) company disclosed that its fourth-quarter earnings and sales would fall short of analyst estimates. It’s also under scrutiny by the Securities & Exchange Commission and a U.S. attorney for accounting irregularities. As recently as last November, Dell insisted to BusinessWeek that Rollins’s job was safe. Now, in an interview, he insists the…