6 Wolfgang Keller

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 Keller’s 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 everyone—employees 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 Keller’s 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 Keller’s 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 won’t be soon. Keller’s 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 doesn’t 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