Management Essay on Global Leadership - Apple - Case Study Example

Management Essay on Global leadership; Case of Apple Student’s Name: Student number: Name of the unit: Unit Code: Unit coordinator: Introduction Global leadership is one’s capability to operate effectively in a global environment and at the same time being respectful of the cultural diversity (Story, 2011). The global arena is dynamic and keeps on evolving and thus it becomes important that the leaders of global organisations equip themselves with skill, techniques and attitudes to navigate the stormy waters of a global environment. The global environment exhibits regional instability, failed states, increased weapons proliferation and global terrorism hence the need for a global leader (Campbell, 2013). Global leadership issues There are several issues as far as global leadership is concerned. One such issue is the managing and leading a group of employees with unique attributes and past experiences, including ethnicity, language, religion and social values and beliefs (Sharma and Jain, 2013; Cohen, 2010). Intercultural sensitivity is an issue that needs to be looked at for efficient and effective leadership. The Apple Corporation has employees, shareholders and customers drawn from different cultural backgrounds (Apple, 2015). Providing effective leadership to such a collective of individuals requires one to have cross-cultural skills and an understanding on how multiple differing cultures impact on global business decisions (Oddou, Mendenhall and Ritchie, 2000). This collection of people from diverse backgrounds forms a patchwork of people with unique attributes and experiences that must be understood and appreciated. There is also the issue of developing global leaders with a global mindset that is developing the skills in individuals that will enable them to have in them the capability to influence individuals, teams and systems that are endowed with different intellectual, social and psychological knowledge different from the leader’s own (Cohen, 2010). And because of constant changes in the way of doing business due to globalization there is need to develop within the management the global leadership skills which include thinking globally, appreciating cultural diversity, developing technological savvy, building partnerships and alliances and sharing leadership (Cohen, 2010). Background information about Apple Inc. Apple Inc. is a multinational corporation that manufactures consumer electronics, personal computers and software and also a distributor of digital content. The corporation is in the limelight because of its Macintosh personal computer line, Mac OS X, extremely loyal user-base, iTunes media applications, Apple TV and the iPod personal music player. The headquarters of Apple Inc. are located in Cupertino, California. Steve Jobs, Steve Wozniak and Ronald Wayne founded Apple on 1st April 1976 to sell Apple I personal computer kit (Dougherty, 2010). It was named as Apple Computer Inc. in 1977 and changed its name to Apple Inc. on 9th January 2007. The current Chief Executive Officer is Tim Cook having taken over from the late Steve Jobs (Apple Inc., 2014). The company also sells several third party iPhone, iPad, Mac, and iPod compatible products such as application software, printers, storage devices, headphones, speakers and various other accessories (Apple Inc., 2014). Apple currently employs 98,000 full time permanent employees and maintains 453 retail stores in sixteen countries and operate the Apple online store and iTunes store of which the iTunes store is the world’s largest music retailer (Apple, 2015). In 1984 Apple introduced into the market Macintosh, the first personal computer which operated without a programming language. This saw Apple leap huge returns on this innovation, but this was to last only up to 1991. Between 1991 to 1997 Apple was outdone by its competitors especially Microsoft and its highly priced models flopped at the expense of cheap Microsoft products. This can be attributed to change of management at the top having sacked Steve Jobs as the CEO. But the bringing on board of Steve jobs again as the CEO again in 1997 saw the company starting to get its profits again and reclaimed its place in the technology industry (Dougherty, 2010). Leadership at Apple Inc. Apple Inc. has moved from an era of charismatic leadership under Steve Jobs to more organisational leadership under the more low-key Tim Cook (Broughton, 2015). Steve Jobs transformed Apple and made it what it is today, thus the leadership has exhibited in the company is transformational leadership where Steve Jobs moved the employees beyond their immediate self-interests through idealized influence which otherwise commonly referred to as charisma, inspiration, intellectual stimulation (Sharma and Jain, 2013). Steve Jobs was able to motivate Apple employees through his participative leadership style where he took part in the design and making of Apple products. The leadership at Apple is flat structured. This is where there are minimal layers in the organizational structure. This is where all employees report directly to the CEO. This is a management structure where employees freely mingle with the management and hierarchy is not a preference in this structure. In this structure there are fewer layers of management which translates into fewer approvals in decision making hence makes it easier for the organisation to respond quickly to new opportunities or threats (Broughton, 2015). The current CEO of Apple Inc. Tim Cook has adopted the same flat leadership style. The only difference in leadership style from the previous CEO is that Tim Cook is not into taking part in the day to day operations in the activities of the company. Steve Jobs used to participate in the design and making of Apple’s brands and products but Tim Cook does not but allows his employees enough freedom to make their own decisions in the manufacturing of Apple brands emphasising his leadership style on human relationships that foster efficiency and effectiveness (Broughton, 2015). The most qualified individuals are hired and are entrusted with the responsibility of working hard to ensure delivery of results for the company. Leadership theories relevant to Apple case In reference to Apple’s case of leadership we can pick a few leadership theories that best explain the leadership at Apple. One such theory is the great man theories which has it that leaders are exceptional people and are born with innate qualities and are destined to lead. People are born with inherited traits to lead (Bolden et al., 2003). This theory is relevant in explaining the leadership exhibited by Steve Jobs who had in him innate qualities of leadership. Qualities that are exceptional. That is why when Steve jobs was sacked from Apple Inc. the management that came in wouldn’t manage to lead the company to profit instead the company started experiencing huge losses. In realising the qualities that Steve Jobs possessed as a leader the company decided to bring him back to manage the company. This is because Steve Jobs had leadership qualities that were intrinsic and were not found in any of the leaders that took over from him when he was sacked. The other theory that best explains the leadership at Apple is the trait theory which postulates that people are either born or have certain qualities in this case referred to as traits that make them excel in leadership functions. These qualities are in the form of intelligence, sense of responsibility, creativity among others (Bolden et al., 2003). The management at Apple possess leadership traits that have made the company achieve greater heights in the industry. The behavioural theory can also fit into the leadership at Apple Inc. which postulates that leadership capabilities can actually be learned and successful leadership is based in definable, learnable behaviour (Bolden et al., 2003). Tim Cook, the current CEO at Apple Inc. was able to learn leadership skills from Steve Jobs and implemented them through actions. Relevant to Tim Cook’s leadership is the theory X and theory Y leadership model and Tim Cook utilises theory Y for his management of Apple Inc. where he allows employees to learn and accept responsibility since employees are able to make good decisions and are self-directed and can exercise self-control because they view work as being natural (Bolden et al., 2003). Impacts of leadership on employee motivation Leadership affects employee work motivation. The leadership at Apple has in a big way motivated employees to work hard and achieve results at the company. The flat structure type of leadership where employees can get directly in touch with the management builds in the employees a sense of being important and recognised by the company. The participative leadership style exhibited by Steve Jobs encouraged and motivated employees in performing their duties. Thus the leadership styles applied by the management affect the creativity, motivation, job satisfaction and organisational efficiency (Gooraki et al., 2023; Rawung, 2013). The leadership at Apple has motivated employees to creativity and producing results, for instance the reward system put in place where employees who have demonstrated their skills and capabilities are offered incentives and rewards. Employees benefit from extra pay for extra quality work. The cooperative and inclusive type of leadership at Apple has built in the employees a culture of hard work and results oriented (Rawung, 203). The leadership at Apple have also individualised motivation in that realising that employees have different drives to motivation the Apple Inc. rewards each individual employee depending on the efforts put in by respective employee. This has gone a long way in encouraging employees to put in their best in the performance of their duties. The transformational leadership style exhibited by Steve Jobs did bring employees on board in sharing the vision and ideas of the leader for the better future of the company and the inclusion leadership style where employees take part in the decision making process helps build an emotional interest in the success of product design and manufacture since they took part in the formulation of policy for the same product (Rawung, 2013). Leadership and team management On team management, Apple has tended to emphasising individual brilliance in the performing of its duties. The whole company is a team where even the CEO takes part in the industrial duties of the company. Team members with different organisational functions have different skills and expertise hence are a reserve of a wider informational resources and knowledge. They also possess different vocabularies, cognitive patterns and styles. This might compel team members to discuss, reanalyse, question and debate. Team’s performance and effectiveness can be realized through leadership (Somech, 2006). The participative and democratic leadership at Apple has fostered this team efficiency and collaboration. This is because the employees have different functional roles and thus less inclined to perceive their personal success attainment as competitive with the success of other team members (Somech, 2006). The flat structured management at Apple Inc. makes teams the management to be easier and flexible since organisational hierarchy is minimised and teams answer directly to the CEO. Teams have been empowered and trusted to made decisions that are for the better of the organisation. The work culture at Apple is laid back where employees have the freedom to come into the company and go as they please. Telecommuting with the management is also allowed at Apple where employees work from their homes. This has made the management of teams to be easy. It has enhanced performance, creativity and innovation. The performance of teams at Apple Inc. is reflected in the high quality products they put into the market. Impact of theories The traits theory has great impact on leadership in that a leader with required qualities is able to make good and timely decisions (Sharma and Jain, 2013). The intellect and leadership skills possessed by the Apple Inc. management have seen the company forge ahead as far as the industry is concerned. The behavioural theory is the most influential as far as the management of Apple Inc. is concerned. Leaders possess leadership qualities by virtue of education, experiences and personalities combined with the social context in which they live. The leadership under this theory is exhibited by what the leader does. This has increased trust by subordinates and promoted camaraderie (Bolden et al, 2003). This has seen employees emulate the action of the leaders and in so doing employees are motivated to deliver results. The transformational theory saw Steve Jobs to transform the Apple Inc. to a 500 fortune company. Change becomes the central concept of the leader and the leader envisions this change and implements the transformation. This inculcates the culture of hard work among the employees in their attempts to achieve the desired change. Theory Y type of leadership has it that under proper conditions employees will learn to accept and seek responsibility. Employees exercise self-control and self-direction in achieving company objectives. It incites in employees high levels of imagination, ingenuity and creativity in dealing with organisational problems (Bolden et al., 2003). Conclusion In conclusion, global leadership is important for the survival of organisations in global environments. In order for the leader of a global organisation one needs a global mindset that will enable one to reconcile differing religious, socio-cultural and ideological worldviews between domestic and international actors and protecting national sovereignty interests within a global environment. There is a need for leadership frameworks that address glocalised ideological differences to better prepare emerging leaders in the global environment. Managing the complexity of political and economic change exhibited in a global environment is one of the challenges experienced by global leaders. Thus a global leader is an inevitable requirement for global organisations. An individual with the cognitive ability to mediate and integrate across this multifaceted environment; a person who builds alliances and coalitions to shape shared norms through cross-cultural communication and able to forge mutual economic, diplomatic, political relationships and the capability to also balance corporate, national and international interests. References Apple (2015). Inclusion inspires innovation. Retrieved from the apple website: https:// www.apple.com/diversity/ Apple Inc. (2014). Annual Report on form 10-K. Retrieved from the apple website: https:// www.apple.com Bolden et al. (2003). A review of leadership theory and competency frameworks. Exeter UK, Exeter University. Broughton, D. (2015). How Jobs made Apple fit for the future. Retrieved from financial times website: http://www.ft.com/cms/s/0/7b32ddb0-d21e-11e0-9137- 00144feab49a.html#axzz3bnOZEtnW Campbell, A. (2013). In depth analysis of global leadership challenges. Journal of Business Ethics, 5, 69-77. 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