Assertive Chess Geeks Wolfgang Keller Case Problem The bottom line for Wolfgang Keller is having a successful career outcome. While he is currently the managing director of Königsbräu-TAK, Keller wants to be promoted to a member of the Vorstand. Unfortunately, Keller is currently having trouble advancing within the company because he received a sufficient on his performance review score. This “sufficient” score is problematic because it results in a lack of promotion for Keller. This career outcome differs from
his desired outcome in which he would soon advance in the company. Keller’s strong desire for promotion means that his future career outcome is the most important problem that he faces at Munich. Causes Keller’s underlying beliefs have lead to the current problem with career outcomes. Specifically, Keller has a Theory X perspective with his employees: he believes that those below him are lazy and less competent than he is. Keller utilizes task-oriented leadership to achieve goals. He uses transactional leadership by rewarding or punishing based on performance, and he also initiates structure by clearly defining subordinate tasks. This leads Keller to have more of a dominating management style with little to no degree of empowerment. He simply does not think Brodsky is competent enough to complete the work, so he feels no need to delegate tasks to Brodsky or allow him to make decisions. His authoritarian power doesn’t seem to resonate well with Brodsky because Brodsky would like to have a higher degree of autonomy. Keller has failed to structurally empower Brodsky by not properly engaging him. This reduces Brodsky’s feelings of impact at work, self-determination, and self-efficacy, which are major components of psychological empowerment. Psychological empowerment is critical to improving the task performance of any team member. Brodsky’s subpar performance will hurt Keller’s career outcome because Keller getting promoted is partially dependent on Brodsky’s performance. Brodsky’s job design has also ultimately led to Keller’s current problem with career outcomes. While Brodsky’s job does allow him to utilize his effective skills in problem solving, the job does not encourage the use of Brodsky’s analytical skills. Instead, Brodsky’s job emphasizes his weaknesses. Throughout the case, Keller notes how Brodsky is slow in his decision-making yet Brodsky responded well to uncertain situations such as his redesigning of the sales force or his budget preparation. These case facts show that Brodsky is using an analytical decision-making style. Because Brodsky is using this style that is incompatible with the design of Brodsky’s job, Brodsky has low expectancy for many of his tasks. Brodsky
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- Fall '14
- Brodsky, Wolfgang Keller