Verganti describes Job’s management style as “management by meaning” because of the scope of Job’s managerial decisions and objectives that focused on establishing value for both clients and employees (Verganti 2011, p. 1). The management approach identifies people’s psychological and social aspects and seeks to create meaning to people though incorporating their “rational, cultural, and emotional dimensions” (Verganti 2011, p. 1). This defines an abstract management approach that transcends a variety of management and leadership styles with the aim of meeting clients and employees’ needs. Jobs, especially after being asked to resign from Apple’s top management, incorporated democratic, visionary, and transformational management styles that he applied according to situations and desired meanings to be created (Dhima, Qorri, Arapi and Sinani 2011, p. 7). Christopher also offers an account of Job’s transformational leadership style in the company and identifies him among top visionary leaders and managers of the period (Christopher 2012, p. 357).
Job’s management style and its development from an experience in his career suffered a setback proved a success and led Apple to an innovative era. The diversified approach to Job’s management identifies effectiveness to meeting his ultimate objective of maximizing utility among employees and customers and the three incorporated management styles, democratic, transformational, and visionary management styles, succeeded in meeting employees needs towards output that generated products for customers’ utility. The transformational management style benefited Jobs’ approach because of its ability to empower and motivate employees towards achieving desired objectives. The developed potentials among employees and their desire to deliver culminated to the realized innovation and development of new products at Apple. Visionary managerial style, with its