There has not been a transformational leader since Martin Luther King or Gandhi in a few decades. We now have transactional leaders referred to as transformational leaders. To clarify the difference between the two, a transformational leadership serves to change the status quo by appealing to followers’ values and their sense of higher purpose. Transformational leaders engage with followers and create a connection that raises the level of motivation and morality in both the leader and the follower (PSU WC, Lesson 10). On the other hand, there is transactional leadership that occurs when leaders and followers are involved in some type of exchange relationship in order to get needs met. There may be no purpose to hold leaders and followers together once the transaction has been made. This type of leadership is seen in most leadership models and does not result in any kind of organizational change. (PSU WC, Lesson 10) In the void of transformational leaders the moniker of transformational leaders are now bestowed upon successful businessmen. The cofounder, chairman and CEO of Apple Inc, Steve Jobs was inappropriately labeled transformational.
I have heard Steve Jobs, mentioned as a transformational leader. I do not understand how Steve Jobs is considered on the same platform as MLK and Gandhi. I believe Steve Jobs greatness was as a transactional leader. He did not meet the benchmark for a transformational leader because he was not a person that changed and transformed individuals on a personal and emotional level. He was not concerned with the ethical or emotional impact he had on others. Additionally, a transformational leader is about meeting the needs of followers. Steve Jobs famously said, “You can’t just ask customers what they want and then try to give that to them.”
Additionally, a transformational trait a leader exudes is charisma. By most accounts, Steve Jobs was a bombastic tyrant who was very difficult to endure. Steve Jobs ruled with an iron fist and would yell and curse employees. His angry antics were legendary. He was known to confront and berate employees. “He would directly confront people and almost call them idiots.” On another occasion, he fired an employee without notice and did not give her two weeks’ severance pay. The employee pleaded that she at least be given two weeks’ notice.”Okay,” Jobs said, “but the notice is retroactive from two weeks ago.” Contrarily, transformational leaders have the ability to inspire others to do their best, to challenge themselves and achieve the common goal.
Steve job failed to check all the boxes of a transformational leader though he succeeded as transactional stalwart. He and his employees had an exchange relationship for a common purpose. That common purpose was not to change the world but it was to provide the best computer product on the market. Steve Jobs had a directive leadership style where the leader told the subordinate what to do. He instituted the concepts and ideas then hired the engineers to fulfill the request. They were to stay within parameters and set deadlines he instituted. Steve Job set organizational rules and boundaries and expected the subordinates to follow through.
Leadership is a results oriented endeavor. Gandhi, MLK and even Steve Jobs were effective leaders with vastly different traits.
References:
• Northouse, P.G. (2013). Leadership: theory and practice. Los Angeles. Sage Publications.
• Gray Paul, “You can’t just ask customers what they want” Steve Jobs”. www.aipmm.com (nd) http://www.aipmm.com/anthropology/2010/02/you-cant-just-ask-customers-what-they-want-steve-Jobs.php
• Eadicicco Lisa, “Early Apple Employees Said They Would Never Work With Steve Jobs Again”. http://www.businessinsider.com (Jul. 4, 2014). http://www.businessinsider.com/early-apple-employees-said-they-would-never-work-with-steve-Jobs-again-2014-7#ixzz3dWXomjec
Elizabeth A Fahey says
I too agree that putting Steve Jobs in the category of transformational leader would be doing a disservice to those actual transformational leaders that do exist. I also think that the reason you pointed out that there haven’t been many since Gandhi and Martin Luther King is because, by its nature, transformational leadership is not always going to get attention. Transformational leaders appeal to morals and motivation (The Pennsylvania State University, 2015). Morals and motivation aren’t always front page news. I would argue that some of the most transformational leaders among us get little or no recognition for the work they do. Case in point: I went to high school with a woman named Jennifer Ables. She began a non-profit organization called Soldiers Who Salsa. She has created an environment for soldiers with PTSD as well as soldiers that have suffered severe physical trauma where they can overcome their difficulties and physical impairments through dance. She is transforming their lives and the lives of their loved ones by motivating the soldiers to move and engage and by appealing to the values of the volunteers in supporting those that are less fortunate. Most people, unfortunately, will never hear of this organization, let alone Jennifer. Yet, she is exhibiting on a daily basis, characteristics of a successful transformational leader: vision, rhetorical skills, image and trust building, and personalized leadership (The Pennsylvania State University, 2015). It doesn’t get much more personal than dancing with one of your followers. I am sure there are thousands of people like Jennifer that are transforming our communities one volunteer hour at a time. Wouldn’t it be great to shine the spotlight on those individuals instead of someone taking another selfie?
The Pennsylvania State University. (2015). Lesson 10: Tranformational Leadership. Retrieved from PSYCH485: Leadership in Work Settings: https://courses.worldcampus.psu.edu/su15/psych485/001/content/10_lesson/03_page.html
The Pennsylvania State University. (2015). Transformational Leadership. Retrieved from PSYCH485: Leadership in Work Settings: https://courses.worldcampus.psu.edu/su15/psych485/001/content/10_lesson/04_page.html
beg5131 says
I am definitely in the same boat as you… If I had to compile a list of transformational leaders, Steve Jobs would be left off mine, as well.
I think a lot of the issue stems from people thinking that intelligence and vision is synonymous with leadership. However, there are so many other factors at play when authentic and transformational leadership is in question. In chapter 2, Northouse (2013) mentions such topics as emotional intelligence, sociability, neuroticism and agreeableness. If I had to venture a guess, Steve Jobs had a relatively low EI–I haven’t seen any articles or scholarly papers analyzing this aspect of his leadership, but it’s not difficult to assume considering he wasn’t the “best” at fostering relationships. This also leads to low sociability and agreeableness. On the other hand, Steve Jobs was very neurotic. One of the key descriptors of neuroticism according to Northouse (2013) is being “hostile” (p. 27). That pretty accurately describes Jobs. He was “passionate” but that passion often left others feeling smaller than an ant.
Another leader who truly encompasses transformational and authentic leadership you should look into is Betty Ford. She faced adversity (like MLK), rose above, and used open discourse with the American public to try to bring such topics as addiction and mental illness into the forefront. That’s one of the things I appreciate about true leaders. They are able to learn from experience, grow from it, and make impacts.
Northouse, P.G. (2013). Leadership: theory and practice. Los Angeles. Sage Publications. 27.