MBA 6120: Leading the 21st Century

Case Analysis: Wolfgang Keller at Königsbräu-Hellas A.E. (A)

by

Michael G. Carmine

Bachelor of Science

Texas Tech University

1995

A paper submitted in partial fulfillment

of the requirements for the degree of

Master of Business Administration

Jack Welch Management Institute

Chancellor University
January 21, 2010

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 Wolfgang Keller at Königsbräu-Hellas A.E. (A)

The overarching problems that come to the forefront at Königsbräu-Hellas A.E. stem

from issues typical of young managers. Such problems can be categorized into two primary

areas: (a) performance management and (b) how to become an effective leader. To quote Jack

(http://www.jwmi.com/what_leaders_do.html), “Leaders are made, not born.”

Wolfgang Keller was a young leader, as is evidenced by his leadership style and his

biological age. As such, earning the respect of his subordinates as well as his superiors posed

some challenges. Keller tended to be a micromanager who exhibited poor interpersonal skills.

Keller has a propensity to enjoy making key decisions; achieving results; overcoming obstacles;

and promoting innovation. Conversely, he does not enjoy spending time recognizing his teams’

contributions; being empathetic or focusing on the emotional needs of his team; providing clear

direction; or dealing with team members who do not meet his standards. Keller exhibits positive

and negative attributes from the Dominance leadership style of the Everything DiSC®

Management Profile (2008).

Throughout the case, it becomes apparent that Wolfgang Keller, Managing Director, and

Dimitri Petrou, Commercial Department Director, fall short in certain areas of Jack Welch’s

leadership model entitled, “What Leaders Do.” In the model, Welch contends that:

Leaders relentlessly upgrade their team, using every encounter as an opportunity to

evaluate, coach, and build self-confidence. Leaders make sure people not only see the

vision, they live and breathe it. Leaders get into everyone's skin, exuding positive energy

and optimism. Leaders establish trust with candor, transparency, and credit. Leaders have

the courage to make unpopular decisions and gut calls. Leaders probe and push with a

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 curiosity that borders on skepticism, making sure their questions are answered with

action. Leaders inspire risk taking and learning by setting the example. Leaders celebrate

(2005, p. 63).

Keller clearly did not view his encounters with Petrou as opportunities to evaluate, coach,

and build self-confidence. From an operations perspective, Keller and Petrou both exhibited

strengths. The interpersonal skills that Petrou lacked regarding social situations and his nature of

procrastinating were exactly what Keller possessed as strengths. Instead of micromanaging

Petrou’s business by employing a hands-on approach, Keller should have taken the opportunity

to lead by example, model the way, and coach Petrou. This would have built Petrou’s self-

confidence and credibility amongst his subordinates and Keller’s credibility with his

subordinates and superiors.

Consistent with statements made by Dr. Häussler in Keller’s performance review, Keller

did not fully comprehend the vision of Königsbräu-Hellas A.E.; making it difficult for him to

inspire it amongst his team. In fact, his hands-on approach reflected his weaknesses of poor

communication, lack of candor, and not being a team player. This is further evidenced by the

reality that Petrou’s two performance appraisals offered elements of surprise. If Keller had taken

the approach of being candid with Petrou throughout the two year time period and had served as

a mentor and coach to him, there would not be any surprises in the performance appraisal. Keller

needed to empower Petrou to do his job by providing the proper tools such as setting specific,

measurable, attainable, realistic, and timely goals. Keller also needed to encourage two-way

communication. Open dialogues would serve him well both with his subordinates and the

Vorstad. It would lead to greater transparency and trust where Keller is concerned.

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 The new organization chart that Keller so proudly hung in his office spoke volumes of

how his team perceived him. They felt he liked to have problems. Obviously, he got into

everyone's skin, but not by exuding positive energy and optimism. He needs to celebrate

successes with his team and exhibit the personal attributes of emotional intelligence. This would

better allow Keller to probe and push his team with a curiosity that borders on skepticism,

whiling ensuring his questions were answered with action. Keller’s team would be more

receptive of his line of questioning if he did it in a manner consistent with facilitation, whereby

he was inspiring risk taking and learning by setting the example himself.

Petrou’s shortcomings as a leader can be directly correlated with Keller’s inability to

recognize his own role in Petrou’s failure to perform to his standards. Ultimately, Keller needs to

be introspective and implement behavior modifications. He needs to remove himself from

functional activities by delegating and coaching. Keller needs to embrace the diversity of his

team and the individual member’s skill sets. Such change would lead to greater objectivity when

assessing his team members’ abilities and conducting performance appraisals. Providing

opportunities for open dialogues, both vertically and horizontally throughout the organization,

would encourage a more cohesive team. He needs to inspire a vision where he allows enough

time for everyone to process and embrace it. Keller also needs to incorporate the personal

attributes of empathy, self-awareness, self-confidence, and self-control. Possession of these

attributes represents emotional intelligence and will enable Keller and his team to succeed. If

Keller employs the aforementioned competencies, he will build a mutual trust and respect

throughout Königsbräu-Hellas A.E., and as a leader, will provide the necessary vehicle for his

team to follow.

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 References
Chancellor University. (n.d.). What leaders do. Retrieved from

http://www.jwmi.com/what_leaders_do.html.

Craumer, M. (2001). How to coach your employees. Harvard Management Communication

Letter, 3-5.

DiSC Style Assessment (n.d.) Retrieved from http://chancellor.angellearning.com/

section/content/default.asp?WCI=pgDisplay&WCU=CRSCNT&ENTRY_ID

=568259F508FE1630576FBD8D406500DD on January 10, 2010.

Welch, J. (2005). Winning. New York: Harper Business.