Apple creates electronics, personal computers, servers, and software. It is a predominant manufacturer of personal computers. The products of the Apple are designed in such a way people work as much as for the way they live. The employees in Apple are helped to work simply and productively. They are capable of solving problems creatively. The best work of the company can be reflected in iPhone, iPad, and Mac and it reimagines the future of the business. The leaders in the organizational empower employees to create the kind of products and services that few ever imagine. This report includes the various leadership required in the diverse situations faced by Apple in order to achieve organizational objectives. Further, the dominant leadership styles in the company are reassessed on the basis of team performance and organizational goals. It is specified how leaders can create a philosophy of professionalism, trust, mutual respect and support within the teams. It develops the understanding of the team towards an organizational direction. The ethical and value-based approach to the leadership of Apple is also explained in the report. The impact of the culture, values, legal, regulatory and ethical requirements are examined with the help of the ethical and value-based approach of the leadership. At last, the stakeholder essentials and prospects on the leadership in the Apple have been explained.
The different leadership styles obligatory in various situations faced by the Apple in accomplishing organizational objectives
Apple Inc. is an American corporation involved in scheming and marketing consumer electronics, computer software and personal computers. Steve Jobs is a co-founder of Apple in 1976. Despite the success, Jobs is a controversial individual. His actions affect people in the organization towards success. The leadership is a procedure in which a person influences other group adherents towards the accomplishment of the organizational goals. It is a process which comprises influencing a group and achieving a goal. The leaders motivate organizational members to accomplish group goals. The success of Apple is known under the leadership of Steve Jobs (Anderson and Sun, 2017). The leadership style of Steve Jobs is not easy to characterize under a particular one theory. There are two theories of leadership, transactional and transformational theory to evaluate leadership style of Steve Jobs. Both the transactional and transformational theory seem complementary than being competitive. It is considered that virtuous leadership is the key behind the success of the organization. The transactional leadership is mainly enactment oriented whereas transformational leadership is considered as people-oriented (Rao, 2015). The transactional leadership comprises reliant strengthening to monitor and validate followers’ performance with the help of reward and punishment. On the other side, transformational leadership inspires and motivates the follower’s loyalty and concentration (Harms, et. al.2017).
The transformational leaders are known to be appealing, vision-oriented, inspiring intellectual development of the followers, exciting and encouraging to a higher level of efficiency. The features which claim Job’s leadership are his charismatic personality. Jobs got admired for familiarizing people to the personal computer which could guarantee the freedom (Randel, et. al. 2018). He had a visionary approach and added value to the organization. It was his passion which shows people the future perspective of the product. The transformational leadership is almost boosting innovation, conveying modification in the mentality of the followers and being idealistic in instigating transformation in the organizational performance. Jobs as a transformational leadership has brought innovative digital technology to the mass consumer (Jo, Lee, Lee and Hahn, 2015). It can be evidenced by Jobs vision in enabling innovation accessible. For instance, the company is dedicated to carrying the best personal computing capability to the educators, students, professionals and consumers around the globe over the innovative hardware and software. The transformational leadership is used to motivate and inspire employees so that they can perform well. He usually spoke of a new idea to his employees to make a successful product especially when they were keen on functioning new concepts. Jobs enabled his employees to convert the advanced ideas into a technology which actually improved the way digital technology is used nowadays. It can be seen in the Macintosh computer or the recently launched iPad or iPhone. It was the leadership practiced by the Jobs which motivated and stimulated employees to create the system and structures. It resulted in converting knowledge into the valuable product (Kang, Solomon and Choi, 2015). The employees were also pressed to the best of their proficiency and performance. Jobs used to interact mainly with the top employees among the 20000 people at Apple. His interaction was mainly with the 100 employees.
Steve Jobs showed a blend of both transformational and transactional leadership style which assisted him success in Apple. He made his employees to create a system and structure in Apple where information was transformed into appreciated products like Macintosh personal computer. The transformational leadership was used in Apple with an idea to transform the way the personal computer will function in the coming years. Whereas the transactional leadership style was used to incorporate the vision into reality by creating products with the support of the employees (Li, Gupta, Loon and Casimir, 2016). The contingency reward was used by Steve Jobs to motivate the team and improve effectiveness. It also helped to create positive competition. Jobs had the capability to judge talent, active employees and assign them to the appropriate place within Apple. Each year Jobs used to took his top hundred employees on a retreat. It was not only an incentive but also a credit from the Jobs. The credits were supposed to be the best reward for the hard working. Jobs used to take actions on the basis of the performance of the employees (Rahimi, Khezri and Niknafs, 2016). He characterized his followers as intellects or bozos and used to hurriedly fire those who fall in the final one. Jobs used to have control which was the typical side of his leadership. He reinvented apple after several weeks of a product review. He focused mainly on the consumers, pro, desktop, and portable. It was required by the company. Steve Jobs was full of control and desire who provided clear inducements and strategies to his followers with the perfect vision and wisdom (Macaulay, 2018).
The prevailing leadership styles in the Apple on teams’ performance and organizational objects
Apple has prevailing transformational and transactional leadership in the company which leads to team performance which ultimately results in achieving organizational objectives. In the transformational leadership, the leaders and followers nurture each other to the greater level of ethics and motivation. Steve Jobs seeks to increase consciousness of the followers by tempting to the ideas and moral values like liberty, equality, and justice (Saleem, 2015). The employees of the Apple are raised from their everyday shelves to the better shelves. Whereas the transactional leadership motivates the product. The transformational leadership is all about boosting revolution, conveying modification in the mentality of the followers and being idealistic in instigating transformation in the organizational performance. Jobs as a transformational leadership has brought innovative digital technology to the mass consumer (Jo, Lee, Lee and Hahn, 2015). It can be evidenced by Jobs vision in enabling innovation accessible. For instance, the company is dedicated to carrying the best personal computing capability to the educators, students, professionals and consumers around the globe over the inventive hardware and software. The transformational leadership is used to motivate and inspire employees so that they can perform well. He usually spoke of a new idea to his employees to make a successful product especially when they were keen on functioning new concepts. Jobs enabled his employees to alter the advanced ideas into a technology which actually improved the way digital technology is used now. It can be seen in the Macintosh computer or the recently launched iPad or iPhone. It was the leadership practiced by the Jobs which motivated and stimulated employees to create the system and structures. It resulted in converting knowledge into the valuable product (Kang, Solomon and Choi, 2015). The employees were also pressed to the best of their proficiency and performance. Jobs used to interact mainly with the top employees among the 20000 people at Apple. His interaction was mainly with the 100 employees.
Steve Jobs showed a blend of both transformational and transactional leadership style which assisted him success in Apple. He made his employees to create a system and structure in Apple where information was transformed into appreciated products like Macintosh personal computer. The transformational leadership was used in Apple with an idea to modify the way the personal computer will function in future. Whereas the transactional leadership style was used to incorporate the vision into reality by making products with the support of the employees (Li, Gupta, Loon and Casimir, 2016). The contingency reward was used by Steve Jobs to motivate the team and improve effectiveness. It also helped to create positive competition. Jobs had the capability to judge aptitude, active employees and assign them to the appropriate place within Apple. Each year Jobs used to took his top hundred employees on a retreat. It was not only an incentive but also a credit from the Jobs. The credits were supposed to be the best reward for the hard working. Jobs used to take actions on the basis of the performance of the employees (Rahimi, Khezri and Niknafs, 2016). He characterized his followers as intellects or bozos and used to hurriedly fire those who fall in the latter one. Jobs used to have control which was the typical side of his leadership. He reinvented apple after several weeks of a product review. He focused mainly on the consumers, pro, desktop, and portable. It was required by the company. Steve Jobs was full of control and passion who provided strong inducements and strategies to his followers with the clear vision and wisdom (Macaulay, 2018).
The prevailing leadership styles in the Apple on teams’ performance and organizational objects
Apple has prevailing transformational and transactional leadership in the company which leads to team performance which ultimately results in achieving organizational objectives. In the transformational leadership, the leaders and followers nurture each other to the greater level of ethics and motivation. Steve Jobs seeks to increase consciousness of the followers by tempting to the ideas and moral values like liberty, equality, and justice (Saleem, 2015). The employees of the Apple are raised from their everyday shelves to the better shelves. Whereas the transactional leadership motivates followers by alluding to their self-interest. It is basically an exchange of reward for the achievement. The transformational leadership was used by the Jobs to put an effect on the followers like trust, esteem, loyalty, and respect towards leaders. The followers are predictable to do more than expected. Jobs motivated followers by updating them about the prominence of the task outcomes, induced them to exceed self-interest for the company and activated higher order needs (Yahaya and Ebrahim, 2016). This theory in the organization enhanced follower’s motivation and performance (Hamstra, Van Yperen, Wisse and Sassenberg, 2014).
The effective performance of the team derived from several fundamental characteristics. The transformational leadership created valuable and positive changes in the followers. It is a process in which individuals engaged in raising the level of motivation and decency in the leader and follower. Being a transformational leader, Jobs created significant change in the life of employees and Apple. It redesigned the value and perceptions, changes the expectations and aspirations of the employees. The transformational leadership led the employees in Apple with a vision. It helped the company to set a realistic and achievable vision (McCleskey, 2014). Jobs was a proactive decision maker and do not use to wait for the others to make a decision and react. He used to take risks and experience new things towards the growth of the organization. It helped the company to understand the way of managing risks and make decisions which are supported by the research. It impacted the company as the Jobs influence and motivated employees to do more than the expected out of them. It improved the performance, morale, and motivation of the employees in the organization. This leadership style involved multiple stakeholders in the well-being of the organization. The transformational leadership contributed to recognizing and supporting good ideas in the wellbeing of the organization to get new products, services, processes, and systems. It even appreciated people in the Apple to build a strong sense of collective identity which can carry a group even in the difficult times (Hand, Hicks, and Bahr, 2015). The transactional leadership motivated employees in Apple by punishing and rewarding them. The completion of the tasks was assigned leads to rewards and strengthening of the successful performance. The rewards given were both material and non-material. The material rewards included improved job security, bonus or other rewards. Whereas nonmaterial rewards included optimistic feedback, gratitude, and praise. The failure of performing tasks assigned as negative feedback in the practice of dissatisfaction, displeasure, disappointment or penalizing action. This leadership was used by the Jobs to carry out the operations of the company precisely as recommended (Imran, Ilyas and Aslam, 2016).
How Apple’s leaders can create a culture of expertise, mutual trust, esteem and support within their teams; and sustenance and advance their teams’ understanding of the organization’s direction
Tim Cook who is the organizational leader of Apple can create an ethos of professionalism, mutual trust, esteem and sustenance within the teams. He can upkeep and improve teams with the indulgent of the organization’s track. Cook can listen to the employees in the organization. There should be ongoing employee feedback to make them feel comfortable in sharing. The surveys can be sent by him and can host to the focus groups. The teams can be supported by showing them that they are being heard. The culture should be established in the organization with a minimum discrepancy with the people around (Delegach, Kark, Katz-Navon and Van Dijk, 2017). The values like support, respect, mutual trust and professional should be emphasized. The leaders of the Apple are required to communicate employees within the organization. The communication with the staff is necessary and it is an important part of the organization. The leaders are required to instill the values in the mind of the employees in order to strengthen the development of the culture. The teaching should be made part of the reality. The leader can even maintain the transparent system in the organization to improve flexibility in the organization. He can even define the culture which has a minimum discrepancy with the people around in the organization (Iskander, Pettaway, Waller and Waller, 2016).
Every person in the company has the right to bring his or her personality on the platform. It can help one employee to learn from each another. The positive quality of one employee can influence other employees. It enhances trust and respect within the team.
Apple’s ethical and value-based approach to leadership
The ethical leadership of Apple focuses on the moral normal than the consequences. It is where people act and behave the way what is accurate or inaccurate. This approach does not include the involvedness of real-life situations. The ethical leadership showcases the leader’s capabilities in manipulating the behavior of the followers. The ethical leaders in Apple represent them as a role model and offer guidance comprising attractiveness and credibility (Renko, El Tarabishy, Carsrud and Brännback, 2015). It results in generating modeled behavior and promotes the ethical performance of Apple. Ethical leadership embraces standards, vision, opinion, and benefit. As per this model, standards and vision represent persistence and direction whereas voice and virtue specify comprehension of the ethical values and vision. These qualities are validated by ethical leaders like Tim Cook. It is observed that Tim Cook has ominously improved Apple’s ethical performance after his appointment in 2011. He grasps strong ethical values and vision. He considers that the ethical values are not only about the company but also it impacts to environment, labors, suppliers and also other factors which are selected to be supported. Cook considers the deontological leadership approach which is doing what is right for the company by subsequent the ethical norms (Zareen, Razzaq and Mujtaba, 2015). Cook and the employees at Apple made an active contribution to the ecological and social issues. It validated voice and quality features to the ethical leadership of Cook. The leader’s ethics in Apple has significantly influenced the employees along with the organizational performance. Jobs is popular for his inventive traits which made Apple one of the utmost appreciated and trusted brands (Romager, et. al. 2017).
The value-based approach to the leadership reminds of Steve Jobs as he once said ‘the only thing that works is management by values’. Apple promotes value-based approach in the leadership culture. It has a substantial influence on the performance of the company. This approach helped Apple to raise a leadership perspective. The employees are motivated by linking organizational goals to the personal values of the employees. The effective leader’s emphasis on the visions and values of the organization as a scope for action. The value-based leadership bonding. The value-based leadership increases bonding with the leaders. It helps in building a relationship with the employees who are important to the organization. The effective leaders in the organization create a motivational sense of belonging (Yahaya and Ebrahim, 2016). The leaders convert the organizational values to the shared identity which results in creating deeper commitment. The values are worthless unless these are put into action. The leaders in Apple are also fully committed to demonstrating values in the overall activities. The value-based leadership approach even ignites the potential of the leaders along with the potential of the employees. It is defined by the living and leading in alignment with the core values, principles and beliefs. It creates a culture of creativity and innovation which results in creating numerous opportunities for individual growth and company productivity (Storey, 2016). The value-based leadership positively impacts the leadership potential and helps in developing an understanding of the organizational values.
The culture and values of Apple are key factors in the continuous success of the organization. The culture of Apple creates and preserves the values, philosophy and associated behaviors among employees (Kark, Van Dijk and Vashdi, 2018). Apple has a corporate culture which empowers human resources to upkeep numerous strategic objectives. For instance, the cultural traits of Apple are associated with innovation and it is the main factor in determining business effectiveness in online services and information technology. The organizational culture facilitates fulfillment of the mission and vision of the Apple. The the company continues to enhance its cultural features through the leadership of Steve Jobs and Tim Cook. It helps to maximize human resource support for the existence of the business in the different markets around the globe (Deichmann and Stam, 2015). Apple has designed its corporate culture and practices it as a device for strategic management and accomplishment. The company has been successful in strengthening its competitive advantage with the the help of the corporate culture. The company competes successfully against competitors like Samsung, Google, Dell, Lenovo and more against information technology. These competitors execute strong external force which influences Apple in the industry. The company is successful in achieving its strategic objective with the help of its organizational culture (Lopez and Ensari, 2014).
Apple conducts its business virtuously, legally and in full obedience with the overall laws and regulations. The success of the company is based on generating new, high-quality products and services. The principles of the business define the way, it conducts its activities. It validates honesty and high ethical standards in the business dealings. It keeps confidential the information of the company along with its customers, suppliers, and employees. The company ensures that it complies with all the regulatory and ethical requirements. The business conduct policy and principles are applied to the employees, consultants, and contractors who perform business activities with Apple. All such people are anticipated to obey with the business conduct, regulatory and ethical requirements. Apple retains the ethical environment and the right to discipline. The ethical requirements are considered in business decision making. The company makes sure that it employs workers below the minimum age are offers proper conditions for the employees to work (Avci, 2015). Otherwise, ethical firms can find out ways to put the reputation of the company in danger. The company has to even consider the conflict in the business practice while acting ethical. For instance, the association with the suppliers can be dropped due to the determining to act ethically. It is because performing ethical can actually interrupt the business activities of the supplier. On the other side, acting ethical can also cost more in terms of the profits of the company. It also helps the company in attracting and retaining qualified staff. It also results in attracting more customers and retaining the existing ones. Fulfilling legal and regulatory requirements also generates good publicity which ultimately contributes to more sales. The customers also prefer to deal with the company which acts ethically and considers the public in the decision making process (Martin, 2015).
The success of the Apple lies in its ability to satisfy its stakeholders and the leadership expectations in the organization. The stakeholders appropriately affect the company in terms of customer awareness in sales revenue. The company successfully accounts for the stakeholders in the strategies and policies for its brand. For instance, Apple addresses stakeholder’s concern in the supportable material obtaining policy. The comapny has an universal approach in guiding interest of the stakeholder groups. The stakeholder force Apple to progress whereas Apple affects stakeholders by sustaining their interests. The stakeholders have a concern regarding product superiority and function, employment activities and economic performance. It is the aim of the Apple to mollify its major stakeholder groups. The company considers the interest and concern of the stakeholders in the policies and programs. The stakeholders of Apple include the customers, employees, investors, and suppliers (Birasnav, 2014).
The company ranks customers as the top stakeholders. This group is composed of individual and organizational purchasers of the company’s products. The concern of the company relies on the effective and proficient products which are reasonably valued. The products of Apple are highly priced. The premium pricing strategy is suitable for the company because it counterparts the high quality and aesthetics of the products. Apple has even conservational programs for reprocessing in order to address customer’s demands for the business sustainability (Antonakis and House, 2014).
The employees of the Apple are second priority stakeholders in its approach of the expectation on leadership in the organization. The stakeholder group is composed of the employees the employees at the company’s facilities. The interest of the stakeholders relies on proper compensation and career development (Asrar-ul-Haq and Kuchinke, 2016). The employees are significant stakeholders as they regulate the company’s human resource competencies to innovate and advance profitable products. Apple addresses the interest of the employees by compensation packages. The corporate social responsibility of the Apple satisfies the interest and concerns of the employees as the main stakeholder group.
The investors of Apple are the major stakeholders. The investors of the company are fascinated in exploiting the yields on the investments. Apple addresses the stakeholder group with tremendous fiscal performance. For instance, Apple is one of the best cost-effective companies. It preserves high-profit margins. The company also has a robust financial position comprising high liquidity. Apple has also succeeded to evade debt. It effectively satisfies the investor’s interest as stakeholders.
The workers of the Apple are indirect stakeholders of the company as they determine the corporate social responsibility. The interest of these workers is parallel to Apple’s own employees like reward and job security. This stakeholder group is fascinated by the ethical employment practices. The company has a supplier code of conduct to address these welfares. Apple displays and imposes necessities on the employment practices of the firm. The policy of Apple includes termination of the business relations with the suppliers to refuse to gratify the code of conduct (Masa’deh, Obeidat, and Tarhini, 2016).
Conclusion and recommendations
From the above report, it can be concluded that the leadership styles required in the Apple are capable enough in achieving organizational objectives. These are the leadership styles which are practiced in the Apple on the daily basis. The prevailing leadership styles in Apple are critically assessed focusing team performance and organizational objectives. It is critically discussed how the leaders in the Apple established a culture of professionalism, mutual trust, esteem and cooperatio within the team. It was made possible by understanding the organizational objectives. Apple has an efficient ethical and value-based approach to the leadership. The above analysis helped to examine the impact of culture and values, legal, regulatory and ethical requirements. The stakeholder needs and expectations on the leadership are also appropriately defined.
After the above analysis, it is recommended to the company to update its leadership style along with the changing requirement of the employees in the organization. The prevailing leadership style should be updated on a constant basis. The leaders are also required to maintain and positive relationship with the employees so that the positive outcome can be achieved.
References
Anderson, M.H. and Sun, P.Y., 2017. Reviewing leadership styles: Overlaps and the need for a new ‘full?range’theory. International Journal of Management Reviews, 19(1), pp.76-96.
Antonakis, J. and House, R.J., 2014. Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), pp.746-771.
Asrar-ul-Haq, M. and Kuchinke, K.P., 2016. Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), pp.54-64.
Avci, A., 2015. Investigation of Transformational and Transactional Leadership Styles of School Principals, and Evaluation of Them in Terms of Educational Administration. Educational Research and Reviews, 10(20), pp.2758-2767.
Birasnav, M., 2014. Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of business research, 67(8), pp.1622-1629.
Deichmann, D. and Stam, D., 2015. Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. The Leadership Quarterly, 26(2), pp.204-219.
Delegach, M., Kark, R., Katz-Navon, T. and Van Dijk, D., 2017. A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment. European Journal of Work and Organizational Psychology, 26(5), pp.724-740.
Hamstra, M.R., Van Yperen, N.W., Wisse, B. and Sassenberg, K., 2014. Transformational and transactional leadership and followers’ achievement goals. Journal of Business and Psychology, 29(3), pp.413-425.
Hand, L.E., Hicks, R. and Bahr, M., 2015. Relationships among transformational and transactional leadership styles, role pressures, stress levels, and coping resources in senior Queensland catholic education executives. Review of Business Research, 15(1), p.43.
Harms, P.D., Credé, M., Tynan, M., Leon, M. and Jeung, W., 2017. Leadership and stress: A meta-analytic review. The leadership quarterly, 28(1), pp.178-194.
Imran, M.K., Ilyas, M. and Aslam, U., 2016. Organizational learning through transformational leadership. The learning organization, 23(4), pp.232-248.
Iskander, R., Pettaway, L., Waller, L. and Waller, S., 2016. An analysis of higher education leadership in the United Arab Emirates. Mediterranean Journal of Social Sciences, 7(1), p.444.
Jo, N.Y., Lee, K.C., Lee, D.S. and Hahn, M., 2015. Empirical analysis of roles of perceived leadership styles and trust on team members’ creativity: Evidence from Korean ICT companies. Computers in Human Behavior, 42, pp.149-156.
Kang, J.H., Solomon, G.T. and Choi, D.Y., 2015. CEOs’ leadership styles and managers’ innovative behaviour: Investigation of intervening effects in an entrepreneurial context. Journal of Management Studies, 52(4), pp.531-554.
Kark, R., Van Dijk, D. and Vashdi, D.R., 2018. Motivated or Demotivated to Be Creative: The Role of Self?Regulatory Focus in Transformational and Transactional Leadership Processes. Applied Psychology, 67(1), pp.186-224.
Ladkin, D., 2017. Aesthetics of leadership: the example of Barack Obama. The Business & Management Collection.
Li, Z., Gupta, B., Loon, M. and Casimir, G., 2016. Combinative aspects of leadership style and emotional intelligence. Leadership & Organization Development Journal, 37(1), pp.107-125.
Lopez, E.S. and Ensari, N., 2014. The effects of leadership style, organizational outcome, and gender on attributional bias toward leaders. Journal of Leadership Studies, 8(2), pp.19-37.
Macaulay, S., 2018. Non-contractual relations in business: A preliminary study. In The Law and Society Canon (pp. 155-167). Routledge.
Martin, J., 2015. Transformational and transactional leadership: An exploration of gender, experience, and institution type. portal: Libraries and the Academy, 15(2), pp.331-351.
Masa’deh, R.E., Obeidat, B.Y. and Tarhini, A., 2016. A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development, 35(5), pp.681-705.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
Rahimi, G.R., Khezri, S. and Niknafs, S., 2016. Investigation the relationship of Leadership Styles on managers on productivity Staff Tax Administration of West Azerbaijan province. Human Resource Management, 3(10), pp.39-43.
Randel, A.E., Galvin, B.M., Shore, L.M., Ehrhart, K.H., Chung, B.G., Dean, M.A. and Kedharnath, U., 2018. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), pp.190-203.
Rao, M.S., 2015. Spot Your Leadership Style–Build Your Leadership Brand. The Journal of Values-Based Leadership, 8(1), p.11.
Renko, M., El Tarabishy, A., Carsrud, A.L. and Brännback, M., 2015. Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), pp.54-74.
Romager, J., Hughes, K., Trimble, J., Verburg, M., Camp, J. and Jones, M., 2017. Influences of Authentic Leadership Styles and Challenges to Enduring Pervasive Leadership Models.
Saleem, H., 2015. The impact of leadership styles on job satisfaction and mediating role of perceived organizational politics. Procedia-Social and Behavioral Sciences, 172, pp.563-569.
Storey, J., 2016. Changing theories of leadership and leadership development. In Leadership in Organizations (pp. 33-58). Routledge.
Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature review. Journal of Management Development, 35(2), pp.190-216.
Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature review. Journal of Management Development, 35(2), pp.190-216.
Zareen, M., Razzaq, K. and Mujtaba, B.G., 2015. Impact of transactional, transformational and laissez-faire leadership styles on motivation: A quantitative study of banking employees in Pakistan. Public Organization Review, 15(4), pp.531-549.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download
