The overarching problems that come to the forefront at Königsbräu-Hellas A.E. stemfrom issues typical of young managers. Such problems can be categorised into two primaryareas: (a) performance management and (b) how to become an effective leader. To abduce Jack(http://www.jwmi.com/what_leaders_do.html), leaders are made, non born.
Wolfgang Keller was a young leader, as is evidenced by his leadership style and hisbiological age. As such, earning the obligingness of his subordinates as well as his superiors posedsome challenges. Keller tended to be a micromanager who exhibited brusque interpersonal skills.Keller has a propensity to enjoy making underlying decisions; achieving results; overcoming obstacles;and promoting innovation. Conversely, he does not enjoy spending time recognizing his teamscontributions; beingness empathetic or foc employ on the emotional postulate of his team; providing cleardirection; or dealing with team members who do not meet his standards. Keller exhibits positiveand negative attributes from the Dominance leadership style of the Everything record book®Management Profile (2008).
Throughout the case, it becomes apparent that Wolfgang Keller, Managing Director, andDimitri Petrou, Commercial surgical incision Director, fall short in certain areas of Jack Welchsleadership work entitled, What leading Do.In the model, Welch contends that:
Leaders relentlessly upgrade their team, using every encounter as an opportunity toevaluate, coach, and build self-confidence. Leaders make sure people not only influence thevision, they live and breathe it. Leaders get into everyones skin, exuding positive energyand optimism. Leaders establish trust with candor, transparency, and credit. Leaders havethe courage to make unpopular decisions and gut calls. Leaders probe and push with a distinctive feature that borders on skepticism, making sure their questions are answered withaction. Leaders breathe in risk taking and learning by setting the example. Leaders...
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