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Jeff Williams’ Leadership Style at Apple Inc. Essay

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Updated: Jul 21st, 2021

Introduction

Leadership is an ongoing process in an organization. It results from the dynamic nature of the environment. The use of efficient leadership change management and leadership principles make change management successful and keep followers from being toxic. First, the leader needs to embrace system thinking in an organization. Besides, they need to integrate the three approaches in system thinking in the daily running and control of their followers. This paper reviews the leadership styles of the Apple Plc operations vice president Jeff Williams.

Company Profile

At its inception, the Apple Inc Company concentrated in the local market of America. The company has experienced growth in the last ten years and has substantially expanded its markets beyond America’s traditional domestic market. At present, Apple is one of the most profitable international companies in the global business arena. Apple controls a substantial share of the mobile communication market across the global PC industry. To survive and control a sizable share of the global PC industry, Apple Company has endeavored to remain competitive through the non-competitive strategy. Apple was founded in 1976 and has established branches across America.

Jeff Williams Leadership style

Jeff Williams is Apple plc’s senior operations vice president. He has worked in the company for fifteen years. Jeff has developed transformational, situational, and participatory leadership skills in managing operations at Apple plc. To promote the ideals of positive responsibility amongst different departments, Jeff has developed a good organizational culture by fostering a strong alignment on the set path of achieving goals, missions, and vision.

The main characteristics of Jeff’s leadership style include adaptability, empowerment, commitment, contribution, and critical problem-solving skills. The aspect of adaptability influences the adjustments that may be required in exercising influence over a challenge (Rath & Conchie, 2008). Through these adjustments, Jeff was in a position to model a unique setting that reassures and discerns the wants and desires of the customers. Besides, he inspires self-esteem and confidence among the staff to align their feelings to specific intuition or instinct in his proactive concept.

Comparison to personal leadership styles

Despite task orientation being rated as a high self-leadership assessment strategy, action planning is of importance to create a solution-oriented task and strategy implementation secession for quantifying task orientation levels. I am a good planner with transformational leadership skills that identify a range of problematic situations an individual faces in his or her social environment and generates multiple alternative solutions to these problems. I have internalized in practicing a proactive balance in self situational leadership management, just like the case of Jeff Williams. Besides, I am competent in teamwork and a keen believer in collective responsibility. My task orientation level is hyperactive since I have internalized the need for optimizing output level through pre-planning activities (Kouzes & Posner, 2012). However, Jeff has more skills in situational leadership developed from a long period of practice.

The environmental and societal factors that would influence my leadership skills at Apple would be staff dynamics and creativity promotion. I will have to balance task orientation and transformational skills to serve competing interests in the relatively changing economic landscape following the infamous 2009 global economic meltdown. Since leadership inspires the need to contribute proactively towards the creation of a suitable environment for closing the gap that may exist between a challenge and its solution, I would use creative leadership, which is a rich recipe for an imaginative response to stimulation in an organization in different maturity stages (Huy, 2002).

References

Huy, Q. N. (2002). Emotional filtering in strategic change. Academy of Management Proceedings, 6 (1), 43-78.

Kouzes, J. & Posner, B. (2012). The leadership challenge. San Francisco, CA: Jossey-Bass. ISBN: 9780470651728.

Rath, T. & Conchie, B. (2008). Strengths based leadership. New York, NY: Gallup Press. ISBN: 9781595620255.

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