Steve Jobs
“Steve Jobs (founder of Apple)— a fascination that started in middle school and has only deepened since.
What drew me to Jobs before I could articulate it was human-centered design: the instinct that technology should bend toward people, not the other way around. That philosophy feels mainstream now, but Jobs didn’t follow the trend he created one. It has become a core principle in how I approach product thinking.
Business school gave me a richer picture of the man beyond the iconic product launches. His chapter at Pixar revealed a leader who could operate across creative and commercial domains with equal conviction. And his business acumen, often overshadowed by his design genius, was just as formidable.
My favorite Jobs anecdote: He held up the iPad’s calculator app for years because no one had designed one worthy of the device yet. To most executives, that’s a trivial feature. To Jobs, shipping something mediocre wasn’t an option — ever. That standard is one I carry with me.”
Abdul-wahab Alhaji, Cornell University (Johnson)
“In a 1997 Apple’s worldwide developer conference Q&A, Steve Jobs got a pointed, almost insulting question. Instead of snapping back, he does something more revealing: he reframes. Although not a perfect leader, I admire Steve Jobs as a leader because he acknowledges the frustration, then pivots to what he thinks actually matters, namely making a few great products and earning trust again through execution. It is a live demonstration of his “whole product” mindset, because even in a room full of developers he keeps pulling the conversation back to the end-to-end experience that customers feel – not just the underlying technology.
Then he explains the principle behind that mindset in one of his most quoted lines from the exchange: you do not start with the technology and try to figure out where to sell it. You start with the customer experience and work backwards to the technology. That’s the same instinct behind Apple’s products feeling simpler than they are, because the integration is deliberate across hardware, software, and the “edges” like packaging and retail. And the way he answers is also a masterclass in storytelling: he turns a tense moment into a clear narrative about focus, rebuilding, and what the company is trying to become again after his return.”
Alyssa Marie Uy, Wharton School
“Chang Kuo-wei, founder of Starlux Airlines.
What I admire most about Chang is the combination of humility and vision that defines his leadership.
Although he was born into the Evergreen Group — one of Taiwan’s most prominent business families — he began his career at EVA Air as an aircraft mechanic. By working his way through the organization, he gained firsthand understanding of the business and earned the respect of employees at every level.
Later, as president of EVA Air, he helped transform the airline into a global player. After being pushed out due to internal family disputes, he demonstrated remarkable resilience by founding Starlux Airlines and building a new premium
airline from scratch. I’ve deeply enjoyed following his journey now building Starlux as a new entrant — especially as I’ve had the pleasure of flying with them to Taiwan many times now — always a top-notch experience.
His story embodies the type of leadership I admire most: leaders who understand the business from the ground up, earn trust through humility, and still have the courage to pursue bold ideas.”
Samuel Lin, Carnegie Mellon (Tepper)
“One business leader I admire is Pat McAfee (former NFL punter and ESPN personality). What I find most impressive is how he built a successful media business by betting on himself and creating something entirely new after his career in the National Football League. Instead of following the traditional path into sports broadcasting, he launched The Pat McAfee Show and grew it into one of the most influential sports media platforms. What stands out to me is his willingness to take risks and build a brand around authenticity. He leaned into his personality, created a loyal audience, and turned that into a major partnership with ESPN. It is a strong example of how entrepreneurial thinking, personal branding, and understanding your audience can create entirely new opportunities in an established industry.”
Ginger (Abblitt) Rondinelli, Emory University (Goizueta)
“The business leader I admire most is Charlie Munger (former vice chairman of Berkshire Hathaway). What I have always respected about him is that he was obviously brilliant, but he never seemed interested in being flashy for the sake of it. He thought clearly, acted with integrity, and had a very grounded way of looking at business.
I especially admire the role he played at Berkshire Hathaway. He helped shape the firm’s investment philosophy by pushing beyond the idea of simply buying cheap companies and instead focusing on buying great businesses at fair prices. I think that reflects a much deeper understanding of what actually drives long-term value: strong management, durable competitive advantages, disciplined capital allocation, and patience.
I also always appreciated the way he interacted with Warren Buffett. There was a real sense of trust, candor, and mutual respect between them, and I think that says a lot about the kind of man and leader he was. More than anything, I admire Charlie Munger because he showed that you can be incredibly successful in business without compromising sound judgment, character, or principle.”
Daniel Sewell, University of Texas (McCombs)
“The business leader I admire most is Satya Nadella.
When he became CEO of Microsoft, it was a company already more than 50 years old. He led not just a strategic shift, but a cultural transformation. He moved the organization from a “know-it-all” mentality to what he openly calls a “learn-it-all” culture. He embedded the concept of a growth mindset into the company’s DNA. That shift revitalized innovation, encouraged collaboration, and reestablished Microsoft as a growth company in a rapidly evolving technological landscape.
Under his leadership, Microsoft has embraced cloud computing and AI while maintaining a strong commitment to responsible innovation. Nadella consistently emphasizes empathy as a leadership strength, arguing that understanding people deeply leads to better products and better decisions. That philosophy reshaped Microsoft into not just a more innovative company, but a more human one.
What I admire most is his ability to balance scale with humility. He demonstrates that long-term growth does not require sacrificing culture or values. Instead, culture becomes the engine of innovation. That integration of performance, purpose, and continuous learning is the kind of leadership I aspire to embody.”
Vicente Aguirre Pischedda, Fordham University (Gabelli)
“I admire Michelle Obama for the trailblazer she is and for how she has continued to build on her values long after leaving the White House. Through her books, podcast, and initiatives focused on education access and healthy living, she shows that leadership does not have to end with a formal role. It can, and I would say it even should, evolve into new ways of creating impact. Beyond any single initiative, I admire Michelle Obama’s tenacity, sense of purpose, and grace.
I particularly enjoy her IMO podcast because it offers a personal perspective on how she has approached leadership, family, and discipline. She often speaks about the level of excellence required to succeed as a trailblazer and the preparation it takes to be the first in spaces that may not have been built for you. That message resonates with me because, as a first-generation graduate student, I understand the responsibility that comes with building a reputation and path where there may not have been one before. Michelle Obama’s emphasis on preparing yourself for that responsibility, so that you always , ethic, and something I deeply respect.”
Jasdeep Kaur Dulay, Washington University (Olin)
One business leader I admire is Melanie Perkins, co-founder and CEO of Canva. She developed the idea for Canva after teaching students how to use complex design software and realizing how inaccessible those tools were for most people. Despite being rejected by investors more than 100 times, she continued pursuing the idea until Canva became one of the most widely used design platforms in the world. What I respect most about her leadership is the persistence and discipline she demonstrated in turning a simple observation into a global company. Her story is a reminder that meaningful innovation often begins with identifying a practical problem and continuing to pursue a solution even when others initially dismiss the idea.”
Martina Marrali, Babson College (Olin)
“I have always been inspired by Paul Polman, the former CEO of Unilever. In a world of short-term quarterly pressures, Polman had the courage to overhaul the strategy of a global giant to prioritize long-term sustainability and social impact. He famously did away with quarterly reporting to insulate the company from short-term investor demands, proving that a massive public corporation could—and should—be a force for good. What I admire most is that he didn’t just talk about ethics; he delivered results. During his tenure, he proved that a company can significantly increase its shareholder return while simultaneously reducing its environmental footprint and improving the lives of millions. He represents the kind of bold, principled leadership the world needs: someone who understands that profit and purpose are not in conflict, but are actually fuel for one another.”
Luis Dominguez Guillot, HEC Paris
“I admire Sheryl Sandberg (former COO of Meta) for her ability to translate personal conviction into cultural change. Growing up, my mother often referenced Lean In, encouraging me to take up space in rooms where I felt uncertain. That message stayed with me, especially as I pursued engineering and entrepreneurship in environments where women are often underrepresented.
What resonates most about Sandberg’s leadership is not simply her position, but her willingness to shape conversations around ambition, resilience, and opportunity. She demonstrated that leadership is about advocacy and creating pathways for others. Her example reinforced my belief that advancing innovation and advancing inclusion are not separate goals. Both require courage, clarity, and a willingness to challenge existing norms.”
Anika Mistry, Johns Hopkins (Carey)
“One business leader whose story has always inspired me is Colonel Harland Sanders, the founder of Kentucky Fried Chicken.
What I admire most about Sanders is not the success people remember at the end of his story, but the persistence that came before it. After decades of setbacks and failed ventures, he was still willing to keep trying, keep refining, and keep putting himself in a position to be rejected again. That kind of resilience is rare.
His story resonates with me because it reflects a principle I strongly believe in: Grit is often the ultimate measure of success. Talent and opportunity matter, but in the long run, the people who keep moving forward through uncertainty, doubt, and slow progress are often the ones who build something meaningful.
What I find most powerful is that success was not the most impressive part of his journey. The most impressive part was the mindset he had before success arrived. That is what inspires me; I want my life and career to be defined not only by outcomes, but by the kind of persistence that keeps going until the work is finally done right.”
Lorenzo Montanari, Brigham Young University (Marriott)
“I admire Fred Smith (founder of FedEx) most. As a Marine officer in Vietnam, he saw firsthand that logistics wins wars. He translated that insight into building FedEx around a centralized hub-and-spoke model that prioritized reliability over flash. His systems thinking resonates with me. I’m drawn to leaders who treat operations as strategy and who design organizations around clear mission intent and disciplined execution.
What stands out most is that Smith built infrastructure, not just a company. He made long-term capital investments, owned critical assets, and embedded a culture built on People–Service–Profit. That alignment of incentives and execution is something I try to apply in my own leadership.
He wasn’t chasing headlines; he was building a durable competitive advantage. That combination of military clarity, operational rigor, and long-term value creation is the kind of leadership I respect and aspire to emulate.”
Sean Titus, Emory University (Goizueta)
“The business leader I admire most is Ratan Tata, Former Chairman of the Tata Group. What stands out to me is not just the scale of the Tata Group under his leadership, but the way he balanced global expansion with a deep commitment to ethics and social responsibility. He demonstrated that growth and integrity do not have to be at odds.
One of his quotes that resonates with me is, “I don’t believe in taking right decisions. I take decisions and then make them right.” That mindset reflects resilience, ownership, and accountability. It acknowledges uncertainty while emphasizing responsibility for outcomes. His leadership shows that long-term impact is built through conviction, humility, and a willingness to stand by one’s choices.”
Anuj Yadav, University of Maryland (Smith)
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