the required course reading by Lussier, R., Achua, C. (2015). Leadership: Theory, Application, &
Skill Development (6th Edition), Texidium version, students are to apply
-learned concepts and theories covered:
Hersey and Blanchard Situational Leadership Theory
) as noted in the required course
â€œVisionary,â€ â€œideology maddened,â€ â€œunfairly criticized,â€ â€œnotorious for a brusque, I
style.â€ If thereâ€™s some disagreement as to how to characterize CEO and President Katharina
to have on
is, a sharp
merchandising of replacement parts and accessorie
s for farm equipment on the shop floor,
quality management were doing nothing to help the company turn a profit. The division that
was in the company’s original plant, had a culture that was almost as old, and its employees
who had just returned to work after an eight-
month strike were unhappy. As competitors were
was promoted to head the Tractor Parts Division, she had spent the past few
years working for, she jumped into the opportunity with a lot of enthusiasm and ideas of how
to operate under her leadership.
However, for many durin
g Katharinaâ€™s tenure as a leader and manager at Duetz-
Fendt, she had
a reputation as a meddlesome, overbearing boss who got in the way of people doing their jobs.
She got involved in every detail of the departments, even making decisions on shift changes
Although she has many employees that respect and treat her as a very important, brave and
-thinking business executive who led the modernization of the company, others have
her dismissive and
Given how Weber was career
-driven and had her eyes on playing a bigger role in the
get her former colleagues to view her as executive material, in order to support her efforts to
in the organization.
In no time, Weber was sending out memos detailing new approaches she wanted her former
colleagues to employ in order to make thing
s more efficient or efforts more aligned with
to prove her
She used team meetings to inform her direct reports of her interactions with various groups of
executives and VPs to highlight her growing familiarity with those at the executive level in order
to prove her comfort level with senior executives.
Nobody felt committed to and a part of
wanted to be both a boss and a friend to her employees.
stressed teamwork and participation, and she spent a lot of time running ideas by workers on
the factory floor.
However, the low-
skilled workers were more concerned about getting clear
Also some workers started to be more and more absent or late without calling, showed up
under the influence of alcohol or drugs, and started fights on the factory floor.
employees that wanted to a good job were frustrated by Katharinaâ€™s approach.
â€œThere is no
became so focused on building her rising star status that when one of her team
members expressed concern about the growing number of delays in getting vital data from her
to complete their work, she dismissed their concerns because it was not a critical iss
those in senior management would care about.
After a few more similar instances, the team
also checked closely on the performance of the plant supervis
She set demanding
objectives for each department, and held weekly meetings to review department performance.
She said that she wanted employees to come up with new ways to solve departmental
problems that impacted production; however,
ed that she must approve any
She challenged data findings her team members presented at department meetings â€“
the senior VPs had already signed off on â€“
as a way to publicly demonstrate that she was not
The engineers are professionals, paid well, and did not need direction or support and were
engineers in her usual manner, she realized that all of the engineers d
id their work differently.
So she closely observed their work and looked for good ideas that all her employees could
follow. It was not long before she was telling the engineers how to do a better job of designing
, she did not understand that in her quest to demonstrate her
authority in leading this division, she was also showing her team how little she trusted their
to do things
It became very clear to everyone in
Katharinaâ€™s division that she viewed leadership as
something one achieves because of their title or position. That she expected people to throw
simply because she was
â€œShe has an absolute certainty that sheâ€™s correct,â€ said Maren Heinzerling, the vice
the harvesting equipment division who has clashed with Ms. Weber over modernization plans.
â€œI guess itâ€™s
with that kind
but I donâ€™t
know if itâ€™s
Inside the company, Ms. Weber developed a reputation as a difficult colleague who resisted
By the end of her first year as vice
-president of the Division, she has a team that is suffering
from decreased productivity levels, a recent history of missed deadlines and mistakes, and
In her zeal to prove her ability to lead and step up into the executive circle, Katharina
making a number of missteps which, though seemingly minor, spoke more about the nature of
The matter has reached the senior management level.
Although they consider Ms. Weber a
brilliant innovator with a sharp mind for data and details, senior management have noticed she
stumbled repeatedly on influencing her followers to achieve the companyâ€™s goals, making