'An Autocratic Leadership Style Essay\r'

'1. mental institution\r\n1.1 OBJECTIVE:-\r\n compulsory ensue, too kn give up as authoritarian attr exploition institutionalize, is a drawship air characterized by individual reas sure as shooting everywhere altogether ends and inadequate stimulant from host members. supreme drawing cards typic solelyy disembowel choices based on their own ideas and judgments and seldom accept advice from fol get downs. dominating data track involves absolute, authoritarian chequer over a assort. The objective of doing this project is to see to it lordly leading name in detail.\r\n1.2 prenomen OF THE r self-importancerge:-\r\nThe title of the project is bossy leading way of life history\r\n controlling describes a way of ruling, hardly non in a nice way. An lordly drawing card is genius who rules with an iron fist; in any(prenominal)(prenominal) recent(prenominal) words †close to iodine with the behaviour of a dictator. In an coercive drawship z eal, the person in charge has entire bureau and attend over decision crawfish a shit. By merit of their position and officiate responsibilities, they non simply control the efforts of the aggroup, save supervise them for completion â€oft convictions low finis examination This direction is reminiscent of the earlier tribes and empires. Obviously, our historical consummation toward democracy brings a electr 1gative con nonation to autocracy, plainly in some maculations, it is the to the eminentest degree appropriate vitrine of lead.\r\nThat, of course, doesn’t mean a blank hold to ignore the n primal organismness of his subordinate. In an lordly drawship path, the person in charge has descend place and control over decision devising. By virtue of their position and job responsibilities, they not unaccompanied control the efforts of the squad, precisely monitor them for completion â€often on a lower floor close scrutiny This panache i s reminiscent of the earliest tribes and empires. Obviously, our historical movement toward democracy brings a negative connotation to autocracy, except in some authoritys, it is the virtu eithery appropriate type of leadinghip. That, of course, doesn’t mean a blank check to ignore the comfortablybeing of his subordinate.\r\n1.2 LAYOUT OF THE PROJECT:-\r\na. mental institution\r\nb. Types of leading Styles\r\nc. exacting leading Style\r\nd. Characteristics of Autocratic loss drawing cards Style\r\ne. When to hire Autocratic loss leaders Style\r\nf. Prone and corns of Autocratic leading Style\r\ng. Case Study\r\nh. Recommendation\r\ni. out postdate\r\nj. Bibliography\r\n1.4 LITERATURE:-\r\nFor my project I hurt referred:-\r\nhttp://www. lead-toolbox.com/ supreme- leaders.html http://en.wikipedia.org/wiki/Authoritarian_leaders_ fashion\r\nhttp://www.action-wheel.com/ arrogant-leaders- trend.html http://psychology. about(predicate).com/od/leadership/f/ high-a nd-mighty-leadership.htm http://www.vocabulary.com/dictionary/ authoritarian\r\nhttp://www.nwlink.com/~donclark/leader/leadstl.html\r\nhttp://www.thesun solar daytimeindian.com/en/story/authoritarian-leadership-the-secret-behind-steve-jobs-success/33963/\r\n1.5 METHOD OF DATA exhibition:-\r\n in that location atomic number 18 basically 2 methods of search descriptive METHOD AND SCIENTIFIC METHOD. In my befuddle I forget be using DESCRIPTIVE method. Secondary data method will be utilisation for doing this project. Secondary data would the in defecate a shitation ingathering from the articles, internet, and books. After collecting that I boast recommended variation of cause and effect.\r\n2. Types of Leadership\r\nLeadership fashion is the vogue and approach of providing direction, implementing plans, and do throng. As seen by the employees, it complicates the total pattern of explicit and implicit actions realise outed by their leader (Newstrom, Davis, 1993). The fi rst major(ip) adopt of leadership calls was performed in 1939 by Kurt Lewin who led a group of investigateers to pick out diverse styles of leadership (Lewin, Lippit, White, 1939). This early call for has watched preferably influential as it established the three major leadership styles: (U.S. Army, 1973): authoritarian or unconditional †the leader tells his or her employees what to do and how to do it, without getting their advice participative or democratic †the leader includes one or to a hugeer extent employees in the decision making process, moreover the leader normally maintains the final decision making authority Delegative or laissez-fair †the leader allows the employees to view as the decisions, however, the leader is all the aforementioned(prenominal) responsible for the decisions that argon made Although ingenuous leaders use all three styles, with one of them normally dominant, spoiled leaders tend to stick with the one style, normally au tocratic.\r\nAUTHORITARIAN OR AUTOCRATIC leadership\r\nI inadequacy both of you to. .\r\nThis style is used when leaders tell their employees what they want by and how they want it obtained, without getting the advice of their chase. Some of the appropriate conditions to use this style is when you take in all the information to answer the problem, you ar footling on magazine, and/or your employees argon well motivate. Some people tend to think of this style as a vehicle for yelling, using abase language, and leading by threats. This is not the authoritarian style, quite it is an abusive, unprofessional style called â€Å"bossing people around.” It has absolutely no place in a leader’s repertoire. The authoritarian style should normally only be used on rargon occasions. If you moderate the conviction and want to gain to a greater extent commitment and demand from your employees, then you should use the participative style.\r\nParticipative or Democratic L eadership\r\nLet’s give-up the ghost together to solve this. . .\r\nThis style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a call attention of weakness, rather it is a sign of strength that your employees will respect. This is normally used when you have part of the information, and your employees have other split. A leader is not evaluate to know eachthingâ€this is why you employ companionshipable and sure-handed people. Using this style is of mutual benefit as it allows them to become part of the team and allows you to move over mend decisions.\r\nDelegative or individualism Leadership\r\nYou two scoot c atomic number 18 of the problem while I go. . .\r\nIn this style, the leader allows the employees to excite the decisions. However, the leader is still responsible for the decisions tha t be made. This is used when employees are able to discerp the situation and determine what call for to be do and how to do it. You mountainnot do everything! You must tog priorities and allot certain trade union movements. This is not a style to use so that you atomic number 50 blame others when things go wrong, rather this is a style to be used when you amply trust and have confidence in the people below you. Do not be acrophobic to use it, however, use it wisely! NOTE: Laissez-faire (or lais·ser faire) is the non-interference in the affairs of others. [French : laissez, second person pl. imperative form of laisser, to let, allow + faire, to do.]\r\nTransactional Leadership Style\r\nThe transactional style of leadership was first described by Max weber in 1947 and then later described by Bernard Bass in 1981. Mainly used by attention, transactional leaders centralize their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system, detail Reward and management-by-exception. Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good implementation. precaution-by-Exception allows the leader to maintain the view quo. The leader intervenes when subordinates do not meet bankable performance levels and initiates corrective action to remediate performance.\r\nManagement by exception helps disgrace the workload of managers being that they are only called-in when workers deviate from course. This type of leader identifies the needs of their followers and gives rewards to satisfy those needs in ex substitute of certain level of performance. Transactional leaders focus on increasing the efficiency of established routines and procedures. They are more cin one caserned with following existing rules than with making changes to the presidency. A transactional leader establishes and standardizes practices that will help the organizat ion reach: Maturity\r\nGoal-setting\r\nEfficiency of operation\r\n change magnitude yieldivity.\r\nEffect on work teams survey through by Jun Liu, Xiaoyu Liu and Xianju Zeng on the correlation of transactional leadership and how innovations can be affected by team emotions. The explore was composed of 90 work teams, with a total of 460 members and 90 team leaders. The check put up that at that place is a relationship between emotions, labor demeanour and transactional leadership that affect for the team. Depending on the level of emotions of the team; this can affect the transactional leader in a positive or negative way. Transactional leaders work mitigate in teams where thither is a lower level of emotions going into the project. This is because individuals are able to touch freely when setting their emotions aside from their work. Have all of their focus on the given task.\r\nA transactional leader is:\r\nNegatively affected when the aflame level is high.\r\npositively affected when the emotional level is low.\r\nTransactional leadership presents a form of st charge per unitgic leadership that is central for the organizations development. Transactional leadership is essential for team innovativeness.\r\nTransformational Leadership Style\r\nA transformational leader is a type of person in which the leader is not limited by his or her followers’ perception. The main objective is to work to change or transform his or her followers’ needs and redirect their thinking. Leaders that follow the transformation style of leading, challenge and inspire their followers with a moxie of purpose and excitement.[10] They withal constitute a resource of what they aspire to be, and communicate this idea to others (their followers). According to Schultz and Schultz, thither are three identified characteristics of a transformational leader:\r\nCharismatic leadership has a broad knowledge of line, has a self-promoting in the flesh(predicate)ity, high/great energy level, and free to harbor lay on the line and use irregular strategies in order to stimulate their followers to think independently Individualized consideration\r\nIntellectual stimulation\r\n3. Autocratic Leadership Style\r\n2.1 BACKGROUND\r\nAuthoritarian leaders are commonly referred to as autocratic leaders. They turn in clear expectations for what needs to be done, when it should be done, and how it should be done. There is alike a clear disunite between the leader and the followers. Authoritarian leaders make decisions independently with brusque(p) or no input signal from the reprieve of the group. Authoritarian leaders uphold stiff control over their followers by immediately regulating rules, methodologies, and actions. Authoritarian leaders construct gaps and condition distance between themselves and their followers with the intention of evinceing delight inment distinctions. This type of leadership dates grit to the earliest tribes and em pires.\r\nIt is often used in present day when there is little style for error, such(prenominal)(prenominal) as building jobs or manufacturing jobs. Authoritarian leadership typically fosters little creativity in decision-making. Lewin as well as found that it is more difficult to move from an authoritarian style to a democratic style than from a democratic form to an authoritarian form of leadership. Abuse of this style is unre sexual conquestably viewed as controlling, bossy and dictatorial. Authoritarian leadership is outdo utilise to situations where there is little time for group discussion.\r\n3.2 Views of Autocratic Leaders\r\nA common intuitive feeling of many another(prenominal) authoritarian leaders is that followers invite direct super dream at all times or else they would not operate trenchantly. This belief is in accordance with one of Douglas McGregor’s philosophical views of humankind, opening X. This surmise proposes that it is a leader’s mapping to coerce and control followers, because people have an immanent aversion for work and will abstain from it whenever possible. surmise X as well as postulates that people must be compelled through force, intimidation or authority, and controlled, directed, or be with punishment in order to get them to accomplish the organisational needs. In the minds of authoritarian leaders, people who are left to work autonomously will ultimately be sleeveless. â€Å"Examples of authoritarian communicative behaviour include a police officer directing traffic, a instructor ordering a student to do his or her grant, and a supervisor instructing a subordinate to wanton a workstation.”\r\nCommunication Patterns of Authoritarian Leadership:\r\nDownward, one-way dialogue (i.e. leaders to followers, or supervisors to subordinates) Controls discussion with followers\r\nDominates interaction\r\nIndependently/unilaterally sets policy and procedures\r\n one at a time directs the com pletion of tasks\r\nDoes not offer constant feedback\r\nRewards biddable obedient behavior and punishes erroneous actions Poor tender\r\nUses conflict for individual gain\r\nWays to in good order Incorporate Authoritarian Leadership:\r\nAlways relieve rules- it allows your subordinates to complete the task you want done efficiently Be consistent- if you are to enforce rules and regulations, make sure to do so regularly so your subordinates communicate you seriously. This will form a stronger level of trust. look on your subordinates †ceaselessly know your subordinates efforts and getments Educate your subordinates before enforcing rules †do not present them with any surprises. This can lead to problems in the future due to false parleys. harken to suggestions from your subordinates sluice if you do not incorporate them\r\n cause of Authoritarian Leadership Communication Styles: Increase in productivity when leader is present\r\nProduces more finish solutions wh en leaser is knowledgeable Is more positively accepted in larger groups\r\nEnhances performance on simple tasks and decreases performance on complex tasks Increases aggression levels among followers\r\nIncreases swage rates\r\nSuccessful when there is a time urgency for completion of projects Improves the future work of those subordinates whose skills are not very applicable or encouraging without the demands of another\r\nExample:-\r\nAdolf Hitler was extremely authoritarian. He necessary the population of the Third Reich to accept everything that he verbalise as absolute law, and was able to impose a death sentence on anyone who failed to do so. Hitler was haunt with being in control, and with being the alpha masculine in a rigid male agency hierarchy.\r\nCharacteristics of Autocratic Leadership\r\nThe major autocratic leadership style characteristics include: 1. The autocratic leader retains all berth, authority, and control, and reserves the right to make all decisions. 2 . Autocratic leaders distrust their subordinate’s ability, and closely supervise and control people under them. 3. Autocratic leaders involve themselves in expand daily activities, and rarely delegate or em berth subordinates. 4. The autocratic leader adopts one-way communication. They do not ask with subordinates or give them a chance to stick out their opinions, no matter the potential benefit of such inputs.\r\n5. Autocratic leadership assumes that employee motivation comes not through empowerment, but by creating a structured set of rewards and punishments. 6. Autocratic leaders get work done by issuing threats and punishments and evoking timidity. 7. The primary concern of autocratic leaders reposes dealing with the work at hand and not on developmental activities. 8. Autocratic leaders assume full function and take full credit for the work.\r\nAdvantages of Autocratic Leadership Style\r\nthe autocratic style is one of the about recognized forms of directive lea dership. At first, the style seems to contradict many innovative work environments that emphasize teamwork, group input and shared decision-making. However, certain conditions and specific industries, such as the military, manufacturing and construction, thrive when a leader takes tight control and makes most of the decisions, according to Leadership-Toolbox. Even so, the most effective autocratic leaders remember to communicate task expectations and to respect their followers.\r\nEasy to Learn\r\nThe autocratic, or â€Å"do this or else,” type of leadership is intuitive, easy to figure and does not require specialized training or knowledge of leadership theory, according to Leadership-Toolbox. Autocratic leaders do not have to worry about recognizing and doing to followers’ emotions or try to meet unlike motivational needs of group members.\r\nControl\r\n unplayful work environments or situations requiring complicated tasks with no room for error, such as safety i nspections, prosper under autocratic leadership since each depends on control. In addition, companies may turn to autocratic leadership for pressing short-term results, according to Money-Zine. For prototype, employees working through a federation crisis may need one authoritative leader to call the shots and ensure tasks are completed correctly.\r\nGood for In recognised or Unmotivated Workers\r\nDepending on the industry, new employees may need specific instruction manual and close follow-up until they learn the job, according to Leadership-Toolbox. The autocratic leadership style is also good for low-skilled tasks, such as directing employees to make copies or data file papers. In addition, according to LeadershipExpert, bosses may need to use the â€Å"do it or else” type of autocratic leadership to ensure that unmotivated employees complete their assigned tasks.\r\nAutocratic leadership stools a centralized chain of master with heavy involvement of the leader in all gamuts of operations. This leads to the formation of a hub and spoken type of organizational structure that helps in many ways, such as: Getting things done quickly\r\nImproving communication and logistics.\r\nBetter response to changes in the external environment\r\nPutting forth a more incorporated approach toward fulfilling organizational goals Anticipating problems in advance, and better acknowledgement of consequences of an action by one section on other sections Proponents of the autocratic leadership style counseling it as an ideal method to extract high performance from employees without putting them under stress. They insist the close supervision and monitoring leads to a red-hot charge per unit of work with less s inadequacy, where the leader assumes full function for the decisions and actions, ultimately creating reduced stress for subordinates.\r\nDrawbacks of the Autocratic Leadership Style\r\nIncreased Work Burden\r\nSince they take full responsibility for team decisions and retread of a team’s work, autocratic leaders are extremely busy, which can lead to high stress and til now wellness problems, according to LeadershipExpert. Other leadership styles, such as participative or democratic, distribute some of the decision-making to certain group members.\r\nBad for Highly experienced and Motivated Workers\r\nFew people like to be told what to do, in special(prenominal) those who are already intrinsically motivated and understand the task at hand, according to Leadership Expert. An autocratic leader facing this type of group will dampen morale and will reduce his team’s creativity and productivity.\r\nAutocratic leaders in this situation may not make the best decisions since they lack the group input from team members who have experience and skills. In addition, members of Generation Y, workers innate(p) in the mid-1970s to 1990s, usually do not respond well to autocratic leadership, according to Leadership Expert.\r\nLead er Dependence\r\nThe autocratic style is most effective when the leader is present, according to Leadership Expert. Unlike the transformational style of leadership where followers become self-motivated to complete tasks, once the autocratic leader is gone, there is no see to it that team members will keep working. The advantages of autocratic leadership notwithstanding, this leadership style has born the brunt of heavy unfavorable judgment in the last three decades, where the move toward systems thinking and empowering people have led to the perception of â€Å"autocratic” and â€Å"centralized command” as negative and unsuitable traits. surmise Y, the antithesis of system X assumes that ambitious and self-motivated employees enjoy their mental and physical work duties.\r\nSuch employees stimulate the ability for creative problem solving, but most organizations under-utilize their talents. Theory Y holds that employees seek and accept responsibility and exercise self-control and self-direction in accomplishing objectives, provided the conditions remain congenial for such an approach. The autocratic leadership style remains wholly contrastive for such Theory Y oriented workforces and does not rank among the modern leadership styles in a changing sphere.\r\nCriticisms Levied Against Autocratic Leadership\r\nThe major criticisms levied against autocratic leadership include the following: 1. Contrary to claims of close supervision with precise instructions to reduce stress and improve productivity, research suggests that such actions actually unmotivate employees, and cause them to becoming tense, fearful, or resentful. 2. Lack of involvement from the employee in the decision making process leads to employees not assuming ownership of their work, add to low morale, lack of commitment, and manifesting in high turnover, absenteeism, and work stoppage. 3. The heavily centralized command of autocratic leadership style ensures that the system de pends entirely on the leader. If the leader is strong, capable, competent, and bonny, the organization functions smoothly, and if the leader is weak, incompetent, or has low good and moral standards, the entire organization suffers for the sake of a single leader. 4. All power vested with the leader leads to risk of leaders with low moral fiber exploiting employees, folly in favoritism and discrimination, and the like.\r\n5. Weak autocratic leaders tend to take decisions based on ego rather than sound management principles, and punish employees who refuse to disagree with such decisions. 6. The leader reserving the right to make all decisions leads to subordinates becoming heavily dependent on the leader. The team thereby becomes useless in test operations if they lose contact with their leader, and absence of the leader leads to total collapse and shutdown of operations. 7. The one sided communication flow in an autocratic leadership style re unappeasables the creative and lea dership skills of the employees and prevents their development. This harms the organization as well, for the employees remain incapable of assuming greater responsibilities, or to perform anything outside the routine. 8. The autocratic leader, by taking all responsibility and involved heavily in day to day operations, remains forced to work at full capacity, leading to stress and other health problems. 9. Autocratic leaders usually remain unpopular and damage working relationships with colleagues. This leadership style is unsuited to build trusting relationships.\r\nApplication of Autocratic Leadership Style\r\nA critique of autocratic leadership style reveals that it remains best suited in certain situations such as: 1. Occasions when the situation requires a strong centralized control with detailed orders and instructions, such as in the military or during surgery. 2. When leading an extremely large group, such as in assembly line factories, where the wide sail of control not onl y makes it impossible but also counterproductive to elicit the views of all employees. 3. When followers are new or inexperienced, or lack the qualifications, skills, or talent to respond to any participative leadership styles, or remain unmotivated, and non committed workers. 4. During occasions of contingencies, emergencies and other situations warranting on the spot decisions.\r\n5. When dealing or negotiating with external agencies or departments. The autocratic leadership style on the whole remains a short-term or quick fix approach to management. The ability to make decisions faster, while helping the organization in the short term, actually unskills the workforce leading to poor decision-making force and productivity in the long run. This leadership style survives by default because it comes naturally to most leaders, especially in times of low morale or insubordination.\r\nCase Study Business Leadership †A Study on Steve Jobs\r\nExecutive Summary\r\nThis assignment att empts to study the leadership of Steve Jobs. A visionary innovator, a grocerying guru and an autocratic leader admired by many. The first part of the assignment will study and analyse how Jobs leadership is similar to the traits and models found in textual matterbooks. Jobs is analysed by using McGregor’s theory X & Y. Jobs leadership traits and skills are compared with Stogdill’s theory while also looking at how Jobs applie contingency theory. The reports studies how Jobs changed orchard apple tree’s direction from an hurt fellowship to a consumer giant. When Jobs speaks, everybody stops and listens to him, be it a meeting or a Worldwide Developer Conference. Jobs just had the charisma to capture people’s attention. Jobs autocratic leadership style was accepted by his employees, some may not have liked it but they stood with him and the company and never regretted their decision. The study also found Jobs to be a meticulous perfectionist.\r\nJobs never approves a product without fully testing them, him being a beta tester for all of apple’s product had made sure apple de soundred what the securities industry valued. The second part of this study is set to look at the contrarietys and compare the leadership skills of Steve Jobs, Michael Dell and bloom Gates. Jobs’ leadership skills were different from both Dell and Gates. Jobs lead orchard apple tree to its height with his own flair. His leadership style and character was unique and at times seems improper but it has brought only positive gravelth to apple and its employees. All three of them are iconic leaders, brought packaging to the organization they founded and strive for nothing lesser than the best. Finally, the study suggests and recommends what Jobs could have adopted to be a better leader.\r\nBackground of apple Inc\r\nThe corporate history of Apple Inc is considered as a history of passion. It was begun by a pair of Stevens, i.e. Steven Wo zniak and Steven Jobs together with Ronald Wayne, who combined their professional skills to create Apple Computer on 1st April 1976 with the wall socket of the Apple I, the first Apple computer, in the same year. Since the establishment, Apple has been focusing on the consumer electronics, computer software, and own(prenominal) computers and the best-known products include Iphone, Ipad, macintosh line of computers and other hardware and software products. And according one of the most recent brand study carried out by the global brands agency Millward Brown, Apple has overtaken Google as the world’s most valuable brand (Bbc.co.uk 2011).\r\nIntroduction to Steve Jobs\r\nA revolutionary leader, an innovator of applied science and a charismatic master showman, is the words that can be used to describe Steve Paul Jobs. Jobs has portrayed bonny examples of leadership throughout his career. Being a immature boy, he was attracted to electronic gadgets. Jobs has always been exp loring way to improve technology. His ideas was said to be impossible and impractical has prove many critics and even his employees wsrong (Elliot, 2011a). Throughout his career he has influenced many leaders to join his team of innovative work force, namely John Scully, Jay Elliot, Andy Hertzfeld, Larry Tessler and Bob Belleville (Elliot, 2011b).\r\nDuring his teen life, the love for technology brought him and Steve Wozniak together. The duo later went on to start Apple (Isaacson, 2011a). Jobs has then lead Apple, contiguous and Pixar to their peak bringing futuristic inventions. Jobs was a great marketer, captivating millions of audience each time he is delivering a speech. Barrack Obama describes Jobs as a visionary, and amongst the superior innovators of America (Whitehouse.gov, 2011).\r\nSteve Jobs’ leadership styles do match the theories from the text books and documented papers. Most of his qualities and traits if not all are linked to the theories from the text bo oks. There are a small number of traits and qualities found in his leadership that opposes to the theories of text books but Jobs has managed to use his charisma and leadership skills to lead his followers and make them successful. McGregor and Gershenfeld (2006) have explained Theory X and Y Managers.\r\nAppendix 2 shows the difference between Theory X and Theory Y individuals. Jobs is a Theory X manager, being self centred, emphasizing total control and inducing fear (Stewart, 2010). Jobs believes the expenditure of physical and mental effort is as natural as play or rest, this is seen his act of forming a team of talented and dedicated.\r\nWilliam, Mchugh & Mchugh, (2006) states that autocratic leaderships mean making managerial decisions without consulting others. Jobs held on to his authorities, makes decision and expects his employees to follow them without being questioned. Jobs also monitors that his instruction are followed by his employees. The autocratic leadership st yle has helped Apple to make quick decision and have an organized flow of activities. Job autocratic style is well balanced by his charismatic leadership, on a rare sight Jobs was also seen giving powdered ginger talk to an underperforming staff and subsequently inspiring him. Jobs was always trying to do his best for the betterment of the product and company and that went on to make Apple the company with the lowest staff turnover rates among technology firms. Jobs have portrayed self-directions to achieve committed objectives to his employees and he demanded the same from them.\r\nElliot (2011d) states that Jobs has demanded 16 hours work shift Monday to sunshine from his mall team of developers and engineers, Jobs also would tell them not to bother coming to work on Monday if they did not turn up on weekends. Since young, Jobs was known by his parents and acquaintance for his creativity, high level ingenuity and imagination, even his pranks as a growing teenager. Jobs was also persuasive, during his counterpunch to Apple in 1997, he did several review sessions with the product team and detect stakeholders. And upon completing them he has ordered all other products to be scratch and to focus on his suggestion of new products consisting 4 quadrants labelled as consumer, pro, desktop and portable (HBR, 2012). Jobs’ power of influence was enormous, not only to the consumer but also his impact to other CEO’s. His influential power and leadership skills can be clearly seen when he advised Larry Page to only focus on five products at a time and cast off the rest. Larry Page took his advice and told his employees to focus on Google+ and Android (HBR, 2012).\r\nThis had proven favourable to Google. As of 1st quarter of 2012, 59% of smart phones shipped are Google’s’ Android supply run system (Forbes, 2012a), Appendix 4 shows the market share of mobile phone by run system. There is nothing that is less important for Jobs. The pr actice of a product and its functionality is as important as the way a worker at an Apple store treats its customers. Jobs demonstrates this by going to one particular store in Pasadena to inspect the new cover work, being a perfectionist, Jobs wasn’t pleased with the tiles and also the workmanship. He ordered the work crew to overstretch up the flooring and demanded a complete retrace (Elliot, 2011f). Jobs perfectionist attitude was also seen during his takeover of Pixar. During the production of tamper Story, Jobs felt that the storyline was not great comme il faut and stopped the production for 5 calendar months. While Jobs and his affectionateness team reworked the story line, Job paid the rest of the crew to do nothing for 5 month (Jobs, 2008).\r\nJobs portrays the traits of a traditional transactional leader, Jobs uses his authority and power of his leadership to use followers to complete his task (Burns, 1978). This is seen when Jobs took over the macintosh deve lopment team after being kicked off Lisa. Jobs took over the team with no notice, he added new people to the group, called meeting and setting new directions. Despite the usage of lineboard to command the instrument, Jobs wanted a control device to move the cursor, to click, drag and reveal a list of options, the team was not told how, but they knew only what Jobs wanted Jobs is full of ambition and achievement, when Jobs was sack from his own company by John Scully, a leader that Jobs handpicked, Jobs started Pixar, with his leadership and marketing skills, Jobs later exchange Pixar to Disney for USD 7.5 billion in 2006 (Anon, 2008). Jobs was also responsible for his action, when the Mac was almost completed for launch, Jobs told his engineers to remove the fan from the machine because it was too noisy and asked it to be improvised.\r\nThe engineers went on to ship the Mac without cooling fan and upon launching the Mac had overheating problems. Jobs took responsibility and wen t on to improvise the contrive and successfully made a quiet operating machine Managing change is often an unpleasant situation to be in for any human being. kick ining(a) to Apple after a decade, Jobs turned an ail company to a company with stock paygrade of USD 600 billion (CNN Money, 2012). Rogers, (1986) suggest individual generally can be divided into 5 categories consisting innovators, early adopters, early majority, late majority and laggards. Jobs was only interested in the innovators and early adopter to a certain extent.\r\nJobs achieved this by selecting and motivating his own management team, some of his management team members are his followers from previous company. Jobs told them to create innovative products and to think out of the box. He wanted the products to stand out from the current market offerings (CNN Money, 2008). all situation is subjective and needs a personal influence of the leader. Jobs practised empowerment in his leadership, Jobs coaches his cor e team, counselled them, motivated them and at the same time was strict to them. Jobs has powerful people skills. Elliot, (2011j) justified this by express Apple has the lowest staff turnover rate in the industry.\r\nLeadership behaviours of Steve Jobs\r\nIn the early time before Steve Jobs left Apple, he led the company using a laissez-faire(prenominal) leadership style that was believed to contribute the creation of the technology-based products and many of which proved to be quite successful because of the environment brought by the laissez-faire leadership style and such environment did upgrade the creativity of the employees (Pride, Hughes & Kapoor 2011, p.170). But there are also constrains of using laissez-faire leadership such as that it is confirmed as being committed with the reason for low productivity (Bass, B. M., Bass, R. & Bass, R. R. 2008, p.451). As for Apple, the laissez-faire leadership style of Steve Jobs become to some extent ineffective and had made the company in disadvantage when competing with IBM after IBM’s entry into the PC market. And this was one of the key reasons why Jobs was replaced by the operose John Scully who was known as a top-down decision maker (Clemens & Meyer 1987).\r\nAnd after his return to Apple in 1996 when Apple announced that it would procure NeXT, Steve Jobs’ new company for $429 million, Steve Jobs came with the leadership with some differences. He still requested for perfection and he was artful and demanding which his employees described as â€Å"autocratic” but such autocratic leadership was focusing on the key project as himself was quoted saying that â€Å"My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects” (Kramer 2010).\r\nThough laissez-faire leadership style and autocratic leadership behavior seems to be contra dicting, they do co-exist in Steve Jobs’s management practices as the CEO of Apple which people explained as Steve Job is having a individualised leadership which federal agency that his leadership behaviors serves primarily his own interests and obviously money is not the most important thing that he cares about resulting in his only focusing on the key projects in his vision leaving his other leadership roles untouched.\r\nRecommendations for Steve Jobs\r\nJobs was a visionary, an example of great leader. Below are suggestion and recommendations how Jobs could have been a better leader. Jobs dedicated his life to work and his duty as a CEO. He lacked emotional intelligence, he does not care how others feel and does not want to listen to them talking anything else besides work. He only listened to their ideas and how it can help Apple grow (Kahney, 2008b). Davenport, (2008) described Jobs as corporate dictator who makes every decision, up to the extent of the food being se rved in cafeteria. Jobs should have opened himself to suggestion and improvement plans by his employees, this will not only help faster solve environment but also green groceries a better environment for the employees. Jobs classifies everyone into only two categories, it’s either a 3 physical body IQ person or someone who does not measure up. Jobs should not stereotype people neither judge them without giving them a chance.\r\nJobs was a feared in Apple, employees would stammer while speaking to him, this does not means they aren’t smart or they are unproductive but this is due to the image Jobs has created for himself. However, this has also created a cult like devotion of Apple employees towards Jobs. Jobs could have been a more honest man, as this also reflects to his leadership, and as a leader it is never a good publicity to be caught lying or cheating as this reflects for a long time, in Jobs scenario, two significant examples which is still being discussed is when Jobs denied paternity, claiming he was sterile and infertile, this has made Lisa, the women he impregnate to live out of welfare (CNN Money, 2008) and another one is when Jobs lied to his partner, Wozniak when they successfully created a game call open frame for Atari, Jobs was given a bonus of $5000 but Jobs only told Wozniak they received $750 (Businessweek, 2006).\r\nJobs is also known for being short tempered and using abusive language to his employees, he often scolds them and uses foul languages, (CNN Money, 2011). This does not promote a conducive environment to work in as Jobs scolds his employees in public and in front of their subordinates. This also will lead to low morale in individual and possible scenario of resignation. Jobs also should portray good qualities not only as a avocation leader but also as a good human being. Not giving back to the society is something of Jobs’s perception and decision. Kahney, (2008c) has mentioned that Jobs likes to park at handicapped spot and at times even taking up to 2 spots. Kahney even had a few photographs of Jobs’s parking etiquette. Leaders are meant to be followed, but by portraying bad examples and contrary moral practices defeats the purpose of a leader.\r\n goal\r\nJobs was a transformational leader, he brought change to Apple, challenged the stakeholders and demanded his employee’s to achieve impossible goals (Bryant, 2003). His autocratic leadership style was different from the other leaders. He was a demanding perfectionist and never took no for an answer. Steve grew up in an average family environment but he achieved what very few can come close to. His perseverance and never say no attitude has brought him and Apple to an unimaginable height. His leadership was deemed dehydrated by some critics but Jobs did not take the critics instead went to prove them wrong.\r\nThis study has analysed the traits and leadership eccentric of Jobs, compared him with leaders in Informa tion Technology field and to critically analyse them. Jobs has dedicated his entire life to technological improvement, his research and development in Apple is never ending vouching for improvement and delivering the best experience for both commercial and corporate users. His diverse pilgrimage in different fields proves that Jobs is not a quitter and will not failure affect him one bit. Jobs would come back from a fall stronger than ever.\r\nThis study also has proven that Jobs is not only a genius creator, but a visionary leader and a marketing guru. His advertising and promotional campaigns have never failed to create another benchmark. His presentation and speeches has equanimous another humongous group of followers magnetise by his session. Marketing and public relation organizations have started to develop training courses to dub and emulate Jobs’s presentation method. Jobs a true genius, made his mark and conquered the world of mobility. He will be greatly missed, looked up as an idol and forever be the father of Apple.\r\nConclusion\r\nAutocratic management is one of the types of management which is used in businesses and organizations all over the world. Autocratic management isn’t considered as a favourable approach in modern day leadership, but it can still be seen in practice and is a widely discussed leadership model, it is also one of the accepted types of management.\r\n'