Vous êtes sur la page 1sur 2

Kirsti Clapsadle

Wolfgang Keller Case


1. Wolfgang Keller is an effective leader. He is people-oriented and results-driven, but
sometimes a bit too results-driven. He has a clear vision that he shares with most of his
team, and he is both self- and socially-aware. Keller follows three of the Five Practices of
Exemplary Leadership. On the other end, he also has a tendency to over-control. The positives of
Kellers leadership outweigh the negatives.
Keller uses the affiliative and pacesetting leadership styles frequently. He is an obvious peopleperson so the affiliative method is a natural one for him. Keller prefers to build
relationships with everyoneemployees and distributors alike. He also requests that his
employees do the same in building relationships. Keller is also very goal-oriented so he
behaves with a sense of urgency and demands accuracy, setting the pace for the rest of his
team. He urges everyone to have good relationships with customers and distributors, and pushes
for higher market share and profitability as a result. But, according to Goleman, pacesetting is a
negative form of leadership because it takes less consideration of people and relationships, and
focuses more on results. Leadership, in definition, is about leading people, focusing on people.
Even though pacesetting has a slightly negative effect on the climate, the affiliative style Keller
usually takes helps to balance it out and the overall climate is more positive because of Kellers
leadership.
Of the Five Practice of Exemplary Leadership, Keller engages in three. He Models the Way and
Inspires a Shared Vision by taking on tasks when no one else will and by having close
relationships with others. Most of the employees follow his relationship-oriented
personality and make a point to be friendlier and less formal with distributors. It is
possible that Keller Encourages the Heart, but the case mentions nothing about him rewarding
or acknowledging anyone outside of himself. Keller Challenges the Process at least once in this
case. He decides to take the road less travelled and makes sales by strengthening relationships
rather than concentrating on trade discounts. Of all Kellers weaknesses, Enabling Others to
Act is the most problematic. Keller gives little responsibility away to employees and is
often frustrated as a result.
2. Keller may be on track to eventually be promoted to the Vorstand, but it wont be soon.
Kellers leadership styles need to improve before he will be promoted.
While Keller is a good leader and the company has had growth as a result of his work, Keller
needs to work on a few things. Because Keller often micro-manages rather than enables
others, if Keller left his department would not thrive. If others do not know how to
complete a job, Keller just does it. Keller must create a workplace that doesnt require that
he be there for it to continue to be productive. He should develop others for the future
through coaching, so that when/if he leaves, the department will continue productivity. To
further this process, Keller should also Encourage the Heart by recognizing employees more
often, in order to motivate them to continue to do well.
Keller has potential to be promoted to the Vorstand, but it is contingent on his improvement of
weaknesses. Keller must learn to practice all the Five Practices of Exemplary leadership. He

Kirsti Clapsadle
Wolfgang Keller Case
must work on Encouraging the Heard and Enabling Others to Act, so that the department that he
currently controls will be able to continue on once Keller is gone.
Keller should:
6FROM : STYLE: analytical, data-driven, hands-on, directive
TO : STYLE: involving, knowing your people, influence without authority