Tim Cook’s Leadership and Apple’s Cybersecurity

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Table of Contents

Introduction
Literature Review
Analysis
Conclusion
References

Introduction

As many people know, Apple is an American corporation that manufactures personal and tablet computers, audio players, smartphones, and software. One of the pioneers in the field of personal computers and modern multitasking operating systems with a graphical interface. Recently, Apple has been raising the issue of privacy very seriously. Even one of the commercials for the new iPhones is dedicated to privacy. Although many people do not even suspect what data they transmit from their devices to the company, this does not mean that the information is not protected (“Public Displays”, 2016). On the contrary, the issue of personal space is significant for Apple. It is enough to recall her conflict with the FBI when the corporation tried to unlock the iPhone (“Public Displays”, 2016).

It is worth noting that the protection of user data is a priority for Apple. Therefore, the leaders of this organization are constantly developing various solutions to protect user data. This is important because the protection of information about the owners of smartphones or personal computers affects the company’s reputation (Henriquez, 2020). All this also allows this organization to keep as much privacy as possible about the internal data of various devices.

In 2010, when the world was less vulnerable to cyber threats, Steve Jobs said that protecting user data was Apple’s top priority (Hartmans, 2020). Since then, the company has constantly improved solutions that provide privacy to iPhone owners. At the moment, users give away important information using iCloud. It is safe on Apple’s servers. iCloud uses AES encryption with a key length of at least 128 bits, and these keys are not transferred to third parties. To store the iCloud Keychain, encryption of the 256-bit AES algorithm is used.

Cyberattacks over the past ten years have become an acute global problem: the volume of losses from cybercrime has increased more than 12 times, and in 2020 it will approach six trillion dollars (Hartmans, 2020). However, there is still formally non-criminal activity, nevertheless violating the privacy of Internet users and mobile applications. Information is collected about how users rest, where they work, what routes people use, what they buy. The global data sales market is estimated at about 230 billion dollars (Opderbeck, 2017). A significant part was obtained legally: according to some estimates, only 12.3 percent of the collected information about users is used by Internet services for their analytics and direct sales, and 87.7 percent is transferred to third-party advertising and analytical platforms (Opderbeck, 2017). More than 100 information brokers have been identified in California alone, each of which is able to collect data on hundreds of millions of people.

According to Tim Cook, it is time for the state to protect users’ personal data since collecting a considerable amount of personal information can harm society. As the most striking examples, he cited the leakage of phone numbers of users of social networks, as well as the harm from interference in the US presidential election (“Public Displays”, 2016). Tim Cook did not specify which companies caused the mentioned crisis, although it was obviously about Facebook. The head of the company supplemented his statement with several short theses on Twitter. Tim Cook believes that users should know how and for what their information is collected. Companies should simplify obtaining a copy of the data and completely delete the collected information at the user’s request. In addition, companies should request only the necessary information.

Apple believes that customers should be able to control their information. Buyers should not choose between their privacy and the security of personal data. Another topic that Cook often touches on is encryption. In particular, we are talking about attempts by lawmakers to force Apple to develop a key that will allow government intelligence agencies to gain access to users ‘ devices (Hartmans, 2020). According to Cook, creating such a key is a huge danger, especially when you consider that cybercriminals use any available technical tools to hack user accounts.

Tim Cook has been and continues to appeal to the US presidential administration to support the encryption of user data. Earlier, the US authorities reported that they will not prohibit data encryption yet, but they may do so in the future (Opderbeck, 2017). Some American politicians advocate that access to personal data should be classified, including for the development companies themselves and the states. Any weakening of the personal data encryption system can negatively affect the possibility of a hacker attack on personal, banking, and government databases. However, in this case, this data cannot be obtained, if necessary, even within the investigation of criminal cases.

In this paper, the main types of leadership that can be applied to the leadership style of Tim Cook are considered. The leading solutions and methods that the head of Apple uses in his leadership, which led the company to its current state, are also noted. In addition to this, the paper shows the main actions that Apple uses to organize its cybersecurity. In addition, the moments that determine the positive aspects and the weaknesses of the company in its cybersecurity, which depend on the management style of Tim Cook, are investigated.

Literature Review

Möller (2020) notes the importance of developing leadership skills for modern specialists engaged in the field of cybersecurity. Thus, such critical approaches as work-oriented and employee-oriented are highlighted, reflecting the differences in the democratic and authoritarian leadership approaches. Also, Möller (2020) notes that a successful leader must have specific characteristics, developing which makes it possible to build a reliable system within the team. Finally, this paper demonstrates the importance of situational leadership when necessary to make different decisions, being in different conditions. This literature review will examine the leadership approaches listed above that are necessary for a modern cybersecurity team. Thus, the democratic and authoritarian approaches of leadership, as well as their offshoots, will be analyzed. In addition, Katz’s skills are indicated, which are necessary for any leader. In the end, the situational approach to leadership is considered since it is one of the main characteristics of Tim Cook.

Behavioral Approach

Autocratic and democratic leadership

Autocratic leader – managers act authoritatively. They have enough power to impose their will on their followers, and, if necessary, they do it without hesitation. Leaders deliberately appeal to the needs of lower-level subordinates based on the fact that this is their level. A well-known researcher of leadership problems, Douglas McGregor, called the attitude of an autocratic leader to employees the “X” theory (McGregor, 1960). Douglas McGregor highlighted the following points that explain the need for this type of leadership. Firstly, people by their nature do not like to work and shy away from work at every opportunity. Secondly, the majority of people are devoid of ambition, try to avoid responsibility, and prefer to be led. Thirdly, most of all people strive for security. Finally, in order to make people work, they must be forced, controlled, and threatened with punishments.

Based on such prerequisites, an autocrat usually centralizes power, structures the work of subordinates as much as possible, and practically does not involve them in decision-making. Such leaders strictly control all work in the sphere of their competence and, achieving the necessary level of efficiency, can exert psychological pressure, for example, threaten with punishment (McGregor, 1960). If autocrats avoid adverse coercion and mainly use their power to reward subordinates, they are called benevolent autocrats. Such leaders remain authoritarian but actively care about the feelings and well-being of subordinates (Purohit, 2020). Autocrats can even involve them in the planning process but at the same time reserves the actual power to make decisions and implement them. Moreover, in any case, they use an autocratic leadership style, which is manifested in the detailed structuring of the work and the introduction of a considerable number of rules that strictly regulate the behavior of employees.

The ideas of a democratic leader about people in the working environment are very different from the ideas of an autocratic leader. McGregor called them the “Y” theory (McGregor, 1960). Firstly, labor is a natural phenomenon. In favorable conditions, people will not only take responsibility but will strive for it. Third, if people share the goals of their organization, they will manage and control themselves. Third, the degree of loyalty of people is determined by the reward they receive for achieving goals. Finally, the ability of people to be creative in solving problems is a frequent phenomenon, and the intellectual potential of the average person is not fully used.

Based on these prerequisites, a democratic leader prefers mechanisms of influence that appeal to the needs of a higher level: belonging, autonomy, and self-realization. A democratic leader avoids imposing his will on subordinates (McGregor, 1960). Organizations in which a democratic style prevails are characterized by a high degree of decentralization of powers. Subordinates actively participate in decision-making and enjoy great freedom of action. Often, after explaining the organization’s goals, the managers allow subordinates to determine their own goals, taking into account organizational ones. Further, as a rule, they do not control people in doing work but evaluate it at the end. Such a leader acts as a link for a relatively large part of his time, ensuring that the working group’s goals correspond to the overall goals of the organization and the resources necessary for the group.

Since democratic leaders assume that people are motivated by higher-level needs, they try to make the duties of subordinates more complex and interesting. In a certain sense, they try to create a situation in which people motivate themselves to some extent because their work itself is a reward for them (Purohit, 2020). A genuinely democratic manager also tries to inspire subordinates to solve most problems independently, without resorting to help but simultaneously tries to create an atmosphere of openness and trust in which subordinates can turn to a leader for help if necessary (Gordon, 2021). To do this, leader establishes two-way communications and plays the role of a mentor. It helps subordinates delve into the essence of problems, provides them with all the necessary information, and teaches them to look for and evaluate alternative courses of action.

Work-oriented and employee-centered leadership

A work-oriented (or task-oriented) leader is primarily concerned with the structure of work assignments and developing a reward system aimed at increasing labor productivity. The center of attention of a person-oriented leader is people. Such leaders strive to increase productivity by improving human relationships (McGregor, 1960). They emphasize mutual assistance, allow employees to participate in decision-making actively, avoid excessive guardianship, and set high-efficiency standards for their group. They are attentive to the needs of subordinates, helps them solve problems, and stimulates their professional development. The actions of this type of leader are similar to the behavior that uses a style based on attracting employees to management.

However, the appearance of leaders in an organization and their behavior model can be reduced to the following judgments. At the initial stage, external factors of human perception may be necessary (Purohit, 2020). As the interaction develops, the assessment of the individual’s character and personal traits becomes crucial. As a result of joint activity, there is an inevitable accumulation of positive impressions from the individual who has the most significant number of merits to the group. Following this, a person receives credit from the group, which gives the opportunity, if necessary, to choose non-standard behavior, ensuring that the group members will not subsequently apply any sanctions to leader (Gordon, 2021). The individual who has the greatest credit of trust becomes the leader. This credit includes the right to make decisions, and in some groups — to manage and apply sanctions. A leader also gets certain freedom, including the possibility of deviation from the rules adopted in the group. Thus, leaders must meet certain criteria and have a particular set of qualities.

Katz and the Three-Skill Approach

Organizational skills are the knowledge and abilities of people holding managerial positions related to the performance of certain specific managerial actions or tasks (Katz, 1955). This knowledge and abilities can be mastered and applied in practice. However, they can also be acquired through the practical implementation of the required activities and tasks. Therefore, any of these skills can be developed through training or practical experience when working as a manager.

Robert Katz distinguished three groups of skills: technical, human (or interpersonal communication skills), and conceptual skills. At different stages of a manager’s career, the degree of importance of owning each of these groups is different (Katz, 1955). Nevertheless, it is worth noting that it is impossible to get to the top of the career ladder without owning all the skills presented in general. Only by having three types of skills, a manager will prove himself as an effective and efficient leader.

The first group of skills is technical skills requiring the leader to have knowledge and skills that allow them to follow specifically formulated instructions and use specific tools in different activities. Basically, such managers should solve problems through the use of tools in a specific area. These skills are often the decisive factor when accepting an employee for the first managerial position (Katz, 1955). A leader of this level should be able to organize the activities of an enterprise based on knowledge in a particular area, for example, knowledge about equipment or specific technologies. Such skills are essential at the lower organizational levels, but as leaders move up the career ladder, they usually lose their importance, giving more importance to the skills belonging to the other two groups.

Human skills (or interpersonal communication skills) are the next group of skills that a successful manager should possess. This group of skills includes the ability to effectively build communication within the team, motivate and coordinate its members (Katz, 1955). A manager with these skills is able to inspire confidence and enthusiasm among his employees, to reveal their potential, which is necessary during the performance of any team task, which makes this group of skills essential for a leader of any level.

According to Robert Katz’s classification, the last group of skills is conceptual skills or, as they are also called, cognitive skills, which are the most difficult to master (Katz, 1955). These are skills that allow leaders to perceive the organization in which they work as one whole, indivisible and organic, with all its branches, divisions, and relationships between them. A manager must have the ability to represent abstract situations, must have the ability to plan and think strategically, as well as to assess the long-term prospects of an organization (Conlin, 2016). A leader with such skills is able to analyze any situation and identify the fundamental factors in it and predict the further development of events. These skills must be possessed, especially by a manager at the top of the career ladder.

Situational Leadership

According to the situational theory of leadership, the leader interacts with the group, diagnosing the problem, interpersonal relationships, showing flexibility, and partner support of subordinates. The main principle of situational leadership is an integrated combination of several levels: determining the essence of the task by the leader; focusing on the relationship with the team; identifying the degree of readiness of employees to solve the problem; choosing a leadership style acceptable for the situation. Situational leadership consists of communicating to the team the specifics of the work, its participation in team activities. The manager chooses the type of encouragement, provides social, professional, and emotional support. The staff must have the desire, experience, skills, knowledge, and motivation necessary to implement the project.

Situational leadership in the Hersey — Blanchard concept is determined by the varying degree of readiness of the subordinate to perform management tasks (Hersey, 1985). The required level of readiness is expressed by a people’s ability to complete a project, desire, and confidence in their abilities. The employee has the skills, knowledge, practical experience, moral and material motivation.

The orientation of the staff to perform the task determines the leader’s management style. Firstly, the directive method is chosen for the professional immaturity of performers, and the head controls the group. Secondly, mentoring provides feasible support to people who are not capable but are set up to perform the task. Thirdly, supporting provides partnership, motivation of the team. The leader allows the team to make decisions, correcting their direction for a quality result. The last one is delegating, which is relevant only in a team with a high level of responsibility, creativity, experience, and knowledge (Hersey, 1985). According to the situational leadership model developed by Hersey and Blanchard, there is a direct relationship between the degree of team development and management style. The directive style is used for interaction with the staff at a low stage of development, and the mentoring style is used for the team at an intermediate stage (Thompson & Glasø, 2018). A supportive style is relevant in the absence of motivation among employees, and a delegating style is only relevant in a highly developed team.

In addition to the level of development of subordinates, there are also other factors that should be taken into account by the leader in assessing the situation to choose a management style. First of all, this is the relationship with subordinates. Thus, the atmosphere in the team and the attitude towards the leader can be of profound importance in the perception of his actions. The goal is also essential in this process. Therefore, the analysis of the goal allows the leader to determine the list of tasks necessary to achieve it and get an idea of how the forces of his subordinates can most effectively solve these tasks (Thompson & Glasø, 2018). Ultimately, power is also essential. Since the character and strength of the leader’s power are significant, the leadership style should consider the degree of trust of subordinates to the leader and his instructions and the desire to fulfill them.

Summary

In this literature review, the central leadership approaches necessary for cybersecurity were noted. Thus, the behavioral approach, Katz’s leadership skills, as well as situational leadership were considered. Also, the main points of each approach were described, based on the works of such authors as McGregor (1960), Katz (1955), and Hersey (1985). In addition, some articles related to these approaches were analyzed. Consequently, all the basic theoretical principles and theories necessary for the analysis were noted.

Analysis

When Tim Cook became CEO of Apple in 2011, the new head had a high bar (Hartmans, 2020). The company, one of the largest and most advanced globally, has just lost its brilliant founder, Steve Jobs. Both Jobs himself and his brainchild became more than just a legend, and experts predicted a catastrophe for the company after his death (“What is Tim Cook’s”, 2021). However, the critics were wrong. Things are going great at Apple. Cook’s work at Apple has already become a business legend since Cook made Apple the first trillion-dollar corporation on the planet.

It is worth noting the changes in Apple in recent years. The company has become more traditional after the death of Jobs. Fundamentally new products have not appeared for a long time, and it is not a fact that they will appear soon. The situation inside has become open and not as tense as under the tyranny of the previous CEO (Hartmans, 2020). Decisions are not made spontaneously but carefully weighed and considered. On the one hand, this can be called the merit of Tim Cook, since he has won the love and trust of almost all employees and tries to perfectly optimize the company’s work, down to the minor aspects.

Cook differs from Jobs not only in temperament but also in management style. Steve could yell and insult subordinates in every possible way. Tim rarely raises his voice, but mistakes are not tolerated in the company. Apple employees often noted that everyone needs to prepare carefully for a meeting with the CEO (Peterson, 2020). The questions help Cook to understand the subject and make sure that employees know what they are doing. The staff must always be ready and remember about responsibility. Employees know that at any time, Tim Cook can call them and ask them to explain something. So, it can be noted that Tim Cook perfectly combines democratic and authoritarian leadership, which allows the employee to provide freedom in decision-making (Peterson, 2020). However, they should always clearly understand what each of them is doing and why it is necessary. Cook always demanded that his subordinates work hard and pay attention to small things. The second-level managers adopted his techniques and expected the same from their subordinates. Hence the company has formed a culture that every detail is essential.

Of course, the approach of asking a large number of questions helps him use situational leadership. This is due to the fact that each employee must have certain competencies. In order to make sure that an employee is reliable, it is necessary to monitor their activities constantly. By asking questions, Tim Cook understands what points are missing in the organization of work to improve it. This approach also helps to motivate employees to constant self-improvement (Peterson, 2020). These aspects are also reflected in the principles of cybersecurity, which are promoted by the head of Apple. As noted earlier, Tim Cook seeks to promote the ideas of user security, thereby not being afraid to ask the same questions to the highest officials of the state. Thus, Tim Cook shows that in order to reject his ideas, the governing bodies of the state themselves must have the necessary competence in this matter.

To earn the respect of the CEO of Apple, employees need not only to answer his questions correctly but also to make every effort in their work. First of all, Cook values proactivity. Despite emphasizing attention to detail and problem solving, Cook trusts employees and encouraged them to act independently. The Apple CEO spread the “we can” philosophy. To win respect and appreciation of Cook, employees must not only always know the correct answers to his questions.

Tim Cook is also distinguished from other managers by his courage in admitting mistakes. In many unsuccessful launches of applications or devices, the head of Apple did not hesitate to apologize to customers and customers. Hence, this philosophy will also extend to cybersecurity in many ways since leaks in the company happened quite often. Another important point that comes from this quality of Tim Cook is the protection of customers. Thus, it becomes clear that for the head of Apple, device owners are a priority. This is manifested not only in apologies but also in the fact that the company refuses to give out users ‘ personal data even to the authorities

Making an intermediate conclusion, it can be noted that Tim Cook has all the main leadership qualities. It skillfully combines the characteristics of both a democratic manager and an authoritarian one. The first is manifested in the fact that the head does not hesitate to rely on his employees, gives them extensive freedom of action. The second is manifested in the fact that Tim Cook constantly tries to check the skills and knowledge of employees, which helps to make sure of their competence. Therefore, employee-oriented leadership is applied to Tim Cook’s leadership style. This is due to the fact that they occupy an important position in the company and are valued by the management. However, the orientation of leadership to work is also essential for its activity. This is manifested in the fact that Tim Cook encourages when employees can be constantly in touch and stay at work to improve the quality of the company.

Now it is worth noting the decisions that were made at Apple during the leadership of Tim Cook regarding the cybersecurity of both its users and the company itself. The most important principle that is inherent in the company is data minimization. Apple restricts access to the data of iPhone owners not only to third-party applications but also to its own (“Public Displays”, 2016). For example, in the Apple Pay app, users do not leave any information about their bank card. All the necessary information is encrypted into a unique ID, and a unique security code is created for each payment.

Many Internet services, collecting data, form digital profiles of users to offer targeted advertising of various products, depending on their needs and habits. The Apple system does not allow you to do this, in most cases using random identifiers that are needed to provide functionality but are not tied to your identity in any way (Henriquez, 2020). Even the Maps app does not use your Apple ID, but it constantly creates and updates a unique number (“Public Displays”, 2016). At the same time, a different number is created for each point on the map that can be used to determine your route, mixed with the numbers of other users. In 2020, with the release of new updates and the iPhone 12, the system can only show your approximate location. In most cases, applications do not need to know exactly where you are to give out the necessary information.

The second important principle for cybersecurity is the complexity of protection. At every stage of using the iPhone, users are protected by various means, starting from the entrance, where the biometric Face ID technology provides security (Opderbeck, 2017). If the device is physically stolen and an attempt is made to hack it, the attacker will not access the data that can be erased after ten unsuccessful login attempts. As for passwords, the browser constantly analyzes whether a password has been noticed in any leaks. Also, an indicator has appeared in the iPhone that shows which application has access to the camera and microphone (Opderbeck, 2017). When data is authorized to leave the gadget, it is transmitted exclusively in encrypted form within Apple applications, and other applications will ask for permission to process it with complete information about how they will use it.

Finally, the last significantly important principle is transparency for the user. According to research, in 95% of cases, data leakage is due to the fact that people themselves transmit critical information about themselves (Opderbeck, 2017). Today, almost every application wants to access data using trackers. On average, there are six of them per application, but the number of parameters that they analyze exceeds 5000. The separate question is that 20% of apps for children collect data without the consent of parents (Opderbeck, 2017). Apple increases the transparency of the user experience every year. Now, every application must request permission to access specific data when it is launched. This approach itself reminds users of the need to take care of the confidentiality of information. In the Safari browser, it is possible to view a privacy report that shows which trackers a particular site uses. The same applies to applications: information about what data they collect can be found in the App Store. The company compares this approach to shopping in a supermarket when you can see the entire composition of the product person wants to buy on the package and decide whether it suits.

Hence, it is necessary to determine why all the above principles of cybersecurity are associated with the leadership of Tim Cook. First, as mentioned earlier, the head of Apple has all the necessary leadership qualities related to the categories of Katz. Tim Cook has the necessary knowledge in the field of IT, which allows him to navigate in this area competently. If there are areas that raise questions, then Tim Cook immediately turns to his employees. By asking them questions, the head of Apple certainly tries to delve into the essence of the problem, thereby improving his employees’ competence. It should also be noted that Tim Cook is essentially a reasonably democratic leader. This is reflected in the fact that decisions in the company are made jointly with employees. Thus, this quality is reflected in the company’s policy to protect its users. Apple is trying to provide as much freedom of action as possible for the owners of the equipment. The relatively democratic attitude of the company is reflected in the orientation to every person. As mentioned earlier, this manifests itself both concerning employees and to their users. Tim Cook’s leadership qualities allow him to take serious measures to protect the owners of Apple equipment. This is also manifested in the fact that in cases of hacker attacks, the company tries to make immediate announcements about how to do the right thing to protect its data. It is worth repeating, the protection of users is the basis of Apple’s reputation. Tim Cook is not afraid to admit the mistakes made by the company. Also, it tries in every possible way to protect the reputation of Apple.

As an example of decisive actions, we can cite situations with a potential iCloud hack. Apple CEO Tim Cook visited Beijing, where he met with Vice Premier of the People’s Republic of China Ma Kai (Prestowitz, 2021). They discussed the hacker attack on iCloud users, which some media outlets blamed on the Chinese government. Cook spoke with the Chinese official about strengthening cooperation in the information and communication spheres. Here we can trace how Tim Cook manifests the qualities inherent in situational leadership. A competently assessed situation, and also, even though it was China – Apple’s leading partner – that was accused, Tim Cook found a way to interact (Prestowitz, 2021). Apple has officially recognized the attack on iCloud and even published instructions that tell you how to secure your account. However, the hackers who carried out the attack were not announced. This determines the qualities of a situational leader. Since the situation was ambiguous, it was necessary to take actions that would allow the partnership with China to continue and help in the implementation of user security.

Another important example of how Tim Cook shows the qualities of a situational leader is the situation with the FBI. It may be noticeable that the CEO is trying to adapt to the situation, negotiating in such a way as to protect his reputation, not to endanger the loss of data for users, but also to find the keys to interact with government structures (Leswing, 2019). Thus, Tim Cook is trying to identify possible contact points for interaction and finding solutions to the problem that will lead to a common benefit. The company has just received a notice from an American court ordering it to create specialized software so that the FBI can hack the iPhone used by Syed Farook, the suspect in the San Bernardino shooting (Grossman, 2016). The criminal’s iPhone was locked with a four-digit password. The FBI could not crack it and demanded that Apple make a particular version of iOS that will accept an unlimited number of digital combinations in electronic form until the correct one is found. Apple refused.

Cook and his team were convinced that the new “unlocked” version of iOS would be extremely dangerous (Leswing, 2019). It can be used for other purposes, data leakage, theft is possible, and the situation will become irreversible after that. Such a step will become a threat to hundreds of millions of users Apple. Cook and his team worked on the answer all night, 16 hours straight. CEO had already formulated his position to refuse, but Tim Cook wanted to consider the situation comprehensively (Grossman, 2016). Cook was very concerned about the public’s reaction and was aware that his actions could, among other things, lead to accusations of Apple’s complicity in terrorism. Is there a company that will not help the FBI in such an investigation? For society, Apple has always been a defender of privacy and civil liberties, and now it will suddenly be on the side of a terrorist. This was a completely new situation, and Cook needed to figure out how to walk along an unfamiliar path. It was necessary to show the world that the matter is in users’ privacy, not in support of terror.

Cook then accused government agencies of trying to force Apple to hack its users and destroy decades of successful work in the field of security and protecting customers from sophisticated hackers and cybercriminals (Grossman, 2016). Further, Apple could be required to make programs for secretly intercepting messages, provide access to information about health and financial situations, and track users’ locations. It was necessary to draw a line that would separate assistance to power structures and the safety of device owners. Cook believed in the good intentions of the FBI, but at the same time, was responsible for the safety of users.

Conclusion

A considerable amount of information is transmitted through the Internet. New values are created in the virtual space, which can have a great value in reality. It is these values that hackers are trying to steal from cyberspace. Therefore, Tim Cook’s model of behavior in difficult situations, when various conditions threaten the company’s cybersecurity, can be beneficial. The formation of a future cybersecurity service for any company means that specialists will be required who are ready to work in close cooperation with colleagues to solve new problems that have not yet been identified and analyze information.

These sought-after qualities correspond to the expansion of the role of a cybersecurity manager, who becomes not just a technology leader, but a specialist working with colleagues from senior management and business to increase overall value. Such a characteristic as successfully cooperating with other people is becoming an increasingly important quality for career development in the field of cybersecurity. In the past, information security managers usually looked for people who primarily have the knowledge, for example, on how to ensure proper network security configuration or manage identification and access. Now everything has changed. Company managers need to realize that such skills are much easier to learn than people management skills. Good communication skills, the ability to think analytically, and the ability to go beyond the existing process and imagine new and more interesting methods of organizing it are precisely those skills that are much more difficult to teach.

Summing up, it should be said that the example of Tim Cook’s competent leadership in security allows us to create a theoretical basis for other companies. Apple has embarked on the path of identifying trends in the field of cybersecurity. Its primary approach was to protect users ‘ personal data. Making data protection a priority, the company creates a structure that protects it from excessive attractiveness for hacker attacks. As the study found out, it was the democratic type of leadership of Tim Cook and his personal leadership qualities that determined the put of companies focused on protecting users. The CEO’s leadership abilities allow him to competently interact with both hackers and government agencies that seek to violate the security of Apple device owners. Thus, many professionals working in the field of cybersecurity should adopt the leadership model of Tim Cook.

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