Visionary Leadership and the Tribe

 This essay will touch on visionary leadership and the tribe, and there are two leaders that the article will focus on, and they are Steve Jobs and Bill Gates. They are two titans in the technology industry, and they both possess the visionary type of leadership, but they have different characteristics despite the use of the same kind of leadership. This is a result of their difference in character. They have both made strides in their respective fields, and they have most notably been able to transform the world in different ways because of how they have been able to make things much more accessible through the use of technology (Wren, 2013). This has made them exceptional and iconic and a perfect example for many people. 

  These two leaders have been able to impact the tribal stage in different ways; this is due to their personalities, which are very different. Bill Gates has been able to influence the upper level of the tribe in that he has enabled them to give their ideas on what the company can do better and improve on as time goes on and to be able to impact the lives of people on a global scale (Wren, 2013). 1.2 billion people use Microsoft, and it is the most popular operating system in the world, and for one to reach these heights, they should be able to motivate both levels of the tribe (Dudar, 2017). This is what Gates does because it is difficult to differentiate between the upper tribe and the lower tribe in the organization. 

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  On the other hand, Jobs is known to be arrogant and isolated, and he can be ruthless most times because he wants things to be done. Despite all this, he is a visionary, and he impacts the tribes in different ways, mostly by employing a bit of transactional leadership on both ends of the tribe (Bono, 2010). However, he is known to have a different approach when it concerns his peers and industry equals. Where Jobs uses transactional leadership Gates uses transformative leadership 

  These two approaches are different, and they are informed by both these leaders’ characters and personalities. The use of another leadership tact on the tribal stage enables these two leaders to be able to get different results. Gates, through his vision, inspires people to be aspiring, understanding, and to be able to change people’s lives. Jobs through his vision inspires people to be more ruthless and to get things done to get results this is how they both impact the different levels of the tribe, and they have worked for each of these individuals (Learmonth, 2018). One approach could be seen as unfavorable, and the other could be said to be positive, and that is why they yield different results. 

  In the case of Microsoft and Bill Gates, he can only do so much because he is also trying to impact the tribe on an emotional and individual level. However, he could try to inspire the lower levels of the tribe more to get to the upper level. This will ensure that there are equality and cohesion in the tribe and the workspace. In the case of Jobs, he should be able to try and adopt another form of leadership to compliment his visionary approach (Learmonth, 2018). Gates could also try and engage with persons who have ideas in the tribe despite the level they are in at the moment. Jobs could start by hiring the upper level of the tribe to share his insights and listen to other ideas. Gates could also engage with persons outside the tribe who have better views and are willing to join the company (Bono, 2010). After fighting with the upper level of the tribe, Jobs should try and engage the lower level to establish a relationship with the people on this level of the tribe. 


  These two leaders can be able to achieve much more than they have at the moment, and this will result in making leaps in the impact that they would have had on the tribe and also the world.  


Bono, J. E. & Judge, T. A. (2010). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology 89, 901–910.

Dudar, L., Scott, S. and Scott, D. (2017), “Defining Change Leadership”, Accelerating Change in Schools: Leading Rapid, Successful, and Complex Change Initiatives (Advances in Educational Administration, Vol. 27), Emerald Publishing Limited, pp. 73-85

Learmonth, M. (2018). Thinking Differently about leadership: A Critical History of Leadership Studies. Organization, 25(2), 294–29.Wren, K (2013). Social Influences. Routledge. p. 75.

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