I think the dichotomy is a gross simplification when presented as a single style or piece of advice to be implemented globally. The challenge of the founder is to know what is the truly important part of their product/market and exercise a Founder mode style for those areas. It's where your time as a founder is most valuable. There's reason most of the Steve Jobs tales are from product design perspective. I expect he knew that was, or would be, a significant differentiator of his product. Yet, as his company was scaling he likely was pulled in many more directions regarding other concerns of a scaling company as all founders would be (HR, Accounting, etc), and he knew that's where you exercise Manager mode. Hire a good head of HR and CFO and let them do their job. It's not worth his time to invest much effort in those types of functional minutia although they are very important and necessary parts of scaling.