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Portrait of an Emotional Leader: Steve Jobs, Redefining Apple

By Quy Huy,  Michael Jarrett,  Lisa Simone Duke
Published 26 Aug 2013
Reference 6010
Topic Strategy
Industry Information Technology and Services
Region North America
Length 13 page(s)
Inspection copy
6.00
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Summary

This case allows a rich and nuanced discussion of the various leadership dimensions of Steve Jobs, CEO of Apple Computers, who was widely regarded as a visionary leader but could be harsh with people working around him. The case raises the strategic question of profit sustainability and organizational resilience. Could Apple thrive as a creative company without Jobs? Was Jobs an emotionally intelligent leader? (why/why not) Was Jobs a good leader?

Teaching objectives

This case allows a rich and nuanced discussion of the various leadership dimensions of Steve Jobs, CEO of Apple Computers, who was widely regarded as a visionary leader but could be harsh with people working around him. The case raises the strategic question of profit sustainability and organizational resilience. Could Apple thrive as a creative company without Jobs? Was Jobs an emotionally intelligent leader? (why/why not) Was Jobs a good leader? The case enables students to evaluate his leadership competence by using different theories of leadership.

Keywords
  • Q41213
  • leadership
  • emotional intelligence
  • emotion
  • strategy
  • general management
  • technology
  • social media
  • computer
About the authors
Huy

Quy Huy

Professor of Strategy
Jarrett

Michael Jarrett

Professor of Management Practice in Organisational Behaviour
Duke

Lisa Simone Duke


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