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    Wolfgang Keller at Königsbräu

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    SohaibShakilQureshi
    Wolfgang Keller, a young manager at Königsbräu-Hellas A.E., exhibited weaknesses in performance management and leadership style. He tended to micromanage and lacked interpersonal skills. Keller also did not view encounters as opportunities to coach subordinates, and failed to inspire a vision or establish trust. To improve, Keller needs to empower his team through goal-setting, communication, and developing emotional intelligence attributes like empathy and self-awareness.

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    Wolfgang Keller at Königsbräu

    Uploaded by

    SohaibShakilQureshi
    1K views2 pages
    Wolfgang Keller, a young manager at Königsbräu-Hellas A.E., exhibited weaknesses in performance management and leadership style. He tended to micromanage and lacked interpersonal skills. Keller also did not view encounters as opportunities to coach subordinates, and failed to inspire a vision or establish trust. To improve, Keller needs to empower his team through goal-setting, communication, and developing emotional intelligence attributes like empathy and self-awareness.

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    Wolfgang Keller, a young manager at Königsbräu-Hellas A.E., exhibited weaknesses in performance management and leadership style. He tended to micromanage and lacked interpersonal skills. Keller also did not view encounters as opportunities to coach subordinates, and failed to inspire a vision or establish trust. To improve, Keller needs to empower his team through goal-setting, communication, and developing emotional intelligence attributes like empathy and self-awareness.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    1K views2 pages

    Wolfgang Keller at Königsbräu

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    SohaibShakilQureshi
    Wolfgang Keller, a young manager at Königsbräu-Hellas A.E., exhibited weaknesses in performance management and leadership style. He tended to micromanage and lacked interpersonal skills. Keller also did not view encounters as opportunities to coach subordinates, and failed to inspire a vision or establish trust. To improve, Keller needs to empower his team through goal-setting, communication, and developing emotional intelligence attributes like empathy and self-awareness.

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    Download as docx, pdf, or txt
    of 2

    Wolfgang Keller at Knigsbru-Hellas A.E.

    (A)

    Overarching problems that come to the forefront at KnigsbruHellas 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 eff ective
    leader.
    Keller young leader, evident by his leadership style and his
    biological age.
    Earning the respect of his subordinates as well as his superiors
    poised some challenges.
    Keller- tended to be micromanager, exhibited poor interpersonal
    skills. 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 leadership styles.
    Wolfgang Keller and Dimitri Brodsky, fall short in certain areas of what
    leaders do.
    L e a d e r s re l e n t l e s s l y u p g r a d e t h e i r t e a m , u s i n g e v e r y e n c o u n t
    e r a s a n o p p o r t u n i t y t o evaluate, coach, and build self-confi dence.
    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.
    Keller clearly did not view his encounters with Brodsky as opportunities to
    evaluate, coach, and build self-confi dence. From an operations
    perspective, Keller and Brodsky both exhibited strengths. The
    interpersonal skills that Brodsky lacked regarding social situations and his
    nature of procrastinating were exactly what Keller possessed
    as strengths. Instead of micromanaging Brodskys business by
    employing a hands-on approach, Keller should have taken the opportunity t o
    l e a d b y e x a m p l e , m o d e l t h e w a y , a n d c o a c h B ro d s ky. T h i s
    w o u l d h a v e b u i l t B ro d s ky s s e l fc o n fi d e n c e a n d c r e d i b i l i t y a m o n g s t h i s s u b o r d i n a t e s a n d
    K e l l e r s c r e d i b i l i t y w i t h h i s subordinates and superiors.
    Consistent with statements made by Dr. Haussler in Kellers performance
    review, Keller did not fully comprehend the vision of Knigsbru-Hellas

    A.E.; making it diffi cult for him to inspire it amongst his team. In
    fact, his hands-on approach refl ected his weaknesses of
    poor communication, lack of candor, and not being a team player.
    This is further evidenced by the reality that Brodskys two performance
    appraisals offered elements of surprise. If Keller had taken the approach of
    being candid with Brodsky 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 Brodsky to do his
    job by providing the proper tools such as setting specifi c,
    measurable, attainable, realistic, and timely goals. Keller also
    needed to encourage two-way c o m m u n i c a t i o n .
    Ke l l e r a l s o n e e d s t o i n c o r p o r a t e t h e p e r s o n a l attributes
    of empathy, self-awareness, self-confi dence, and self-control.
    Possession of theseattributes represents emotional intelligence and
    will enable Keller and his team to succeed.

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