Leadership Styles Reflection

LeadershipStyles Reflection

Ichose Steve Jobs and our former school games captain for this paperbecause they were visionary leaders, agents for change and had thecapacity to influence followers. Their leadership approach iscompliant with the Goleman’s six administration styles. First, theywere coercive because he demanded for instance implementation anddelivery of set goals within a given period without requesting forextra time. Second, both leaders are authoritative since they hadmany followers. Bjugstad et al. (2006) asserts that the willingnessand permission of members determine the success of a leader. Thisimplies that Jobs and our former captain excelled because they hadwon the influence and trust of their supporters. Third, the two hadsuccessfully created associative emotional bonds and harmony throughallowing the followers to contribute to major decision-making(Goleman, 2000). Besides, the leaders used democratic tactics as theyallowed the fans to explore unique ideas. Each time we wanted toattempt a new gameplay, the school captain allowed us to proceed withthe tactic. In case, it was successful, and he would advocate thatthe entire team use the approach. On the other hand, Steve Jobspermitted the Apple Inc. staff to work independently. He allowedeveryone to work with minimal supervision and used his or herpreferred work approach (James, 2013).

Bothmy former coach and Steve jobs’ leadership approach is consistentwith Bjugstad et al. (2006) and Goleman (2000) as they focus ondeveloping followers for future projects and excellence. Their senseof democracy enables them to set the pace for the flowers to achieveself-direction and excellence.

SteveJob’s efficiency was remarkable. He managed to steer the AppleCompany from close to bankruptcy to profitability in 1990s. AlthoughJobs is my mentor, and many people accredit him as one of thebackbones of Apple Inc. success, adopting his leadership style isrisky because he is a high-risk taker. In 1980s, Apple Inc.management had relieved him his managerial duty because he wasallocating enormous resources in the development of applications thatthey had not confirmed as effective (James, 2013). Similarly, thecoach took high-risk decisions by allowing individual players to usepersonal stunts they had not perfected. In some cases, the teamsuffered extreme defeat because of the coach’s decision to allowplayers to use untested or stunts they had not perfected (Goleman,2000).

References

Bjugstad,K., Thach, E.C., Thompson, K.J., &amp Morris, A. (2006). A freshlook at followership: A model for matching followership andleadership styles. Journalof Behavior and Applied Management,7(3), 304-319.

Goleman,D. (2000). Leadershipthat Gets Results.Harvard Business Review. P. 82-83.

James,R. (2013). SteveJobs. The Innovative Entrepreneur.GRIN.verlag