Steve Jobs Leadership Style
Gates’ leadership style and management practice are legendary. He is known for detail which is quite logical for a computer programmer and astute businessman. Control is basic to Gates’ nature. This is apparent in his management practice. He is obsessed with detail and follow-through.
As a CEO, he believed that his managers must be evaluated in terms of their personal influence. So, each manager was expected to act like his own little CEO in his own little right. Gates cannot be blamed for this attitude. He has been an entrepreneur for the most part of his life. He knows that, as a manager of business, a person has to be accountable for his own influence on the stream of things and the tides of change. Gates deals with his subordinates in the only way he knew how to deal with business management and leadership. This is how he likewise deals with himself. Quite logically, he projected himself into each and every manager of his company.
As he would reward himself for being a good influence on his entrepreneurial endeavors, Gates firmly believed in financial incentives. Just as he made himself rich, so did he make his managers rich. Extremely rich. According to some reports, about a third of company employees were thought to be millionaires. The cream of the crop could have been worth $100 million. Microsoft employees say that they find it comfortable being with the company, adding that no matter how huge Microsoft is, there is still a “small company feel, with open communications between management and the employees” (Vault Employer Profile: Microsoft, 2003).
To sum up Bill Gates’ leadership style, he gives it in snippets and sound bytes himself in his 1999 book entitled Business @ the Speed of Thought: Succeeding in the Digital Economy. Here, Gates gives four of his favorite leadership tips (Gates, 1999). This is proof that he walked the walk and talked the talk.
The first tip is about taking two ‘retreats’ every year to recharge one’s own batteries, and to
As a CEO, he believed that his managers must be evaluated in terms of their personal influence. So, each manager was expected to act like his own little CEO in his own little right. Gates cannot be blamed for this attitude. He has been an entrepreneur for the most part of his life. He knows that, as a manager of business, a person has to be accountable for his own influence on the stream of things and the tides of change. Gates deals with his subordinates in the only way he knew how to deal with business management and leadership. This is how he likewise deals with himself. Quite logically, he projected himself into each and every manager of his company.
As he would reward himself for being a good influence on his entrepreneurial endeavors, Gates firmly believed in financial incentives. Just as he made himself rich, so did he make his managers rich. Extremely rich. According to some reports, about a third of company employees were thought to be millionaires. The cream of the crop could have been worth $100 million. Microsoft employees say that they find it comfortable being with the company, adding that no matter how huge Microsoft is, there is still a “small company feel, with open communications between management and the employees” (Vault Employer Profile: Microsoft, 2003).
To sum up Bill Gates’ leadership style, he gives it in snippets and sound bytes himself in his 1999 book entitled Business @ the Speed of Thought: Succeeding in the Digital Economy. Here, Gates gives four of his favorite leadership tips (Gates, 1999). This is proof that he walked the walk and talked the talk.
The first tip is about taking two ‘retreats’ every year to recharge one’s own batteries, and to