Steve Jobs and Leadership Essay

  • Length: 2 pages
  • Sources: 1
  • Subject: Leadership
  • Type: Essay
  • Paper: #52407651

Excerpt from Essay :

According to Fred Vogelstein in his anecdotally-driven “And Then Steve Said, ‘Let There Be an iPhone’,” Steve Jobs was a very driven leader—determined to unite showmanship with performance, and he manifested this determination in no uncertain words, often expressing his dissatisfaction with his engineers by telling them directly, sternly and seriously, “‘You are [expletive] up my company,’ or, ‘If we fail, it will be because of you.’ He was just very intense. And you would always feel an inch tall” (Vogelstein). Jobs did not mince words or dance around what he wanted. Even if what he wanted was technically impossible—like sending radio waves through metal—he would insist that the engineers figure out a way to bring his vision to life. He was insistent, but he could back up his insistence with a vision that was truly innovative and revolutionary, which made his insistence meaningful.

Vogelstein identifies other personality traits of Jobs—such as his obsession with controlling leaks in the company. Being the consummate showman that he was, Jobs wanted to surprise his audience whenever he gave a presentation on a new product. This was especially the case with the introduction of the brand new, first ever iPhone. Jobs was so obsessed with keeping the presentation a secret that he developed a master list of who can enter the hall during the preparation stages of the presentation and he wanted the crews who would work the lights and sound to spend the night in the building the night before the show so that no one could get out to leak word to the press. While this latter idea was nixed by aides, Jobs’ dedication to secrecy and to showmanship made him a very controlling individual who wanted nothing to reduce the effect that he was trying to produce.

Jobs was also a perfectionist. He wanted everything to work beautifully. For example, when he gave a presentation he wanted the big jumbo screen that the audience would be watching to respond to his own finger taps on his iPhone. Most presenters would simply put a camera on the iPhone—but not Jobs. He did not want his finger showing on the big screen: he wanted the audience to see what he was seeing. Again, it was all about communicating his vision flawlessly to the public—and in the end engineers did exactly as he wanted, and the effect, as Vogelstein observes, was…

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