PresentationOutline-LeadershipForward

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2、nition of leadership3. Introduce the background of Jack Ma and Steve Jobs.Literature reviewA. The sources of leadership' s effect can be divided into formal power and personal power. Formal power is based on an individual p'ossition in an organization which can come from coercive power or re

3、ward power, or from legitimate power(Robbins &Judge, 2012). In this report, it will focus on personal power.a. Personal power.1. expert power2. referent powerB. There are many theories of leadership to analyze the leadership style and this essay will apply the trait theories.a. Theory of leaders

4、hip1. Traits theoryC. According to the leadership theories and the different source of power, there are two major leadership styles and according to the popular character test PDP (Professional DynaMetric Programs) provide some leadership styles.a. Charismatic leadershipb. Transformational leadershi

5、p.c. PDP1. Dominance: 2. Extroversion3. Pace/Patience4. Conformity/Structure5. Logic/RationalDiscussionA. General explanation about Jack Ma and Steve Jobs & the source of power1. Jack Ma: extroversion (peacock)a. Source of powerFormal power-Position: Executive Chairman of Alibaba-Coercive power

6、& legitimate power: Personnel appointment and removal bythe strong hand-Reward power: Reward systems in AlibabaPersonal power-Unique characteristics-Expert power: Expert in English & e-commerce-Personal power: Special personal traits2. Steve Jobs: dominance (tiger)a. Source of powerFormal po

7、wer-Coercive power: Force his employees to work hard by punishment-Reward power: Rewarding employees to make them satisfied-Legitimate power: Make the employees work for him based on the positionPersonal power-Expert power: Creativity making speeches-Referent power: Focus on using geniusB. Trait and

8、 behavioral theories1. Jack Maa. Traits: Extroversive & Persuasivef venture capital & outstanding talentsCrazy ideas & risk-takergreat e-commerce empireWeak ness: too con fide ntf careless mistakesb. Behavioral theories: high in concern for peopleValue relationship with employeesFollower

9、s ' admiration & loyaltys improve work efficiency and activeness2. Steve Jobs:a. traits : Pursuing excelle nce(exa mp le: ipod p roduct ion戸Make employees overwork and work hard.Un certa in emoti on: loose temper to othersDiscouraged the employeesOver confident and dominancesLimit the employ

10、ees'ideasb. behavior : traits theory s high concern in taskC. Charismatic leadership & Transformational leadership1.Jack Maa.b.2.Visio n uild same visio n with followerssFollowers with high performance and satisfaction Charisma s transformation (ecommerce sdiversification) Steve Jobsa. Speci

11、al version on marketi.Appearance of products is more importanst Pursuing excellenceii.Apple products can bring the subsidiary products developiii.Spending on software can earn more than the product itselfb. transformational leadership: inspirational motivation(focus on threeaspects)s help the employ

12、ees know what is importantConclusionsimilarities1. coercive, reward,legitimate power and p ersonal po wer2. traits: both crazy and creativity3. characteristics & transformational leadersh ipdifferencesSource ofJack Ma: focusSteve Jobs: focuspo wermore onmore onrefere nt po werkno wledge po wer(unique(us ing kno wledgeperson ality)to create new ideas)Trait &I.Jack Ma:1.Steve Jobs: lossbehavioralextroversive andtempertheoryp ersuasive2.People- orie nted2.Task -orie ntedReferencesRobbins, S. P., & Judge, T. A. (2012).Essent