1. Contingency Leadership A Case Example of Siemens AG By:
Bonnie R R Aylor For: BMGT8610 Spring 2015
2. Whats the Aim of this Study? Use a specific case study to
inform participants about leadership theory. To illustrate the
constructs of the leadership contingency model. To demonstrate the
dynamics of leadership in a multi-cultural atmosphere. To represent
multicultural leadership in a contingency model paradigm.
3. Introduction In March, 2007 confession of the Argentine
Bribery Scam (Calgary, 2007). Out with CEO Kluase Klienfelder in
with Paul Leoscher (Webb, 2013). Six years later - Joe Keaser
stepped in (Webb, 2013). Leadership contingency model at Siemens
AG
4. Company Overview Siemens AG began doing business in 1847
(Siemens, 2015). This case begins with the introduction of Joe
Kaeser (Economist, 2015). Dresser-Rand products compared to Siemens
AG products. Structural changes announced by Joe Kaeser (Larson,
2015). Egypt and the EEDC (Larson, 2015).
5. What about the Contingency Model? Connect small pieces to
the whole (Mandanipour, 2012; Van de Van, 1985). Dealing with high
stress (Dunphy & Stace, 1988; Fielder, 1971). Goals and Tasks
(Mandanipour, 2012). Example EEDC agreement (Economist, 2015). Task
Structure and Kaesers goals
6. Current Situation Feature Webpage rotary motor built from
used parts (Siemens, 2015). Institutional display of knowledge
perceptions (Beccara-Fernande & Saberwhal, 2001). Technological
representation of change (Mandanipour, 2012). Technological
Breakthrough and Rapid changes in Technology (Dunphy & Stace,
1988).
7. Current Financial Situation Dresser-Rand displays a steady
growth Siemens shows a roller-coaster ride of growth (Dresser-Rand,
2015)
http://www.msn.com/en-us/money/stockdetails?symbol=DE:SIE
8. Incentives for Acquisition Increased ability to undergo
growth related risk (Dedman & Filachov, 2008; Husted, 2000).
Contingency theories of budget and change (Dunphy & Stace,
1988). Egypt (PM Egypt, 2015)
9. Closing the Acquisition Siemens has started depositing
towards the Acquisition (Dresser-Rand, 2015) Siemens had begun
contributing to a Jr Stock for Dresser-Rand (2015). Switching
departmental CEO (Siemens, Press, 2015). Contingency model aspects
of leadership change (Dedman & Filachov, 2008; Drazin & Van
de Van, 1985; Dunphy & Stace, 1988).
10. Specific Problem Integrating Company Cultures Budgetary
Concerns Cross-Cultural Comparison
11. Siemens Historical Change Agents Program Operated during
transition of Siemens Nixdorf into Siemens AG (Dover, 2002). Were
chosen to learn tactics for encouraging change within their
departments (Dover, 2002). Were regular employees, creating
positional ambiguities (Dover, 2002).
12. Leadership Failure Path-Goal Theory Obscurities with the
program Conflict with Contingency Theory Merger &
Entrepreneurship
13. The New Program Mentors & On-the-job training Path-Goal
& Leader Exchange Contingency model of followership
Similarities between the two Final Outcome
14. Current Needs Importance of cultural syncrocity Followers
perceptions (Bryman, 1996; DeRue & Ashford, 2010). Cultural
Alignment (Mulkzyc & Holt, 2008).
15. Culture at Siemens Kaeser autocratic, masculine, task
structured (Diskenson, et al, 2002; Fiedler, 1971; Larson, 2014;
Gerber et al, 2011). Power distance relationship (Dickenson et al,
2002). Uncertainty Avoidance education & planning (Dickenson et
al, 2002; Larson, 2014; Siemens, 2015; Mandanipour, 2010).
Collectivism and individualism (Dickenson et al, 2002; Gerber et
al, 2011). Vertical collectivism, horizontal individualism
(Dickenson et al, 2002).
16. Culture Across Regions Comparison of USA and Germany High
power distance in Germany (Dickenson et al, 2002), low in USA.
Complimentary participative styles of leadership (Dickenson et al,
2002). Germany has high uncertainty avoidance (Dickenson Et aa,
2002), USA has mixed features of uncertainty avoidance.
Dresser-Rand Stock (Dresser-Rand, 2015).
17. Action Alternatives The two main requirements for smooth
transition of change at Siemens AG are knowledge integration and
Cultural assimilation. The next couple of slides will introduce
these action alternatives.
18. Knowledge Integration Restructuring for automation and
technology (Larson, 2014). Process of restructuring (Drazin &
Van de Van, 1985). Cross cultural comparison of knowledge (Drazin
& Van de Van, 1985). Barcoding and automation (Dunphy &
Stace, 1988). Tacit to explicit form using automation
(Beccara-Fernandez & Saberwhal, 2008). Teamwork and A to B
(Mandanipour, 2010).
19. Cultural Assimilation Comparison between US and German
Contingencies Sales and Teamwork Final Plan Teamwork through Egypt
project
20. Bonnie Renee Reagan Aylor 2015 Sunday, June 14, 2015 20
Conclusion Company is taking the right steps. Contingency model of
knowledge. Teamwork and automation. Tacit to explicit knowledge.
Research needs: Organizational change to override cultural
differences. Social performance to create cultural integration.
Model of connectivity to enhance cultural assimilation
performance.
21. Bonnie Renee Reagan Aylor 2015 Sunday, June 14, 2015 21
Future Thinking Learn aspects of contingency model, including:
Task-goal structure Organizational restructuring Change in
leadership Knowledge integration methods Followership theories
Cross-cultural differences Cultural integration methods Learned
differences between path-goal and contingency models. How to
discover organizational conflicts. Analysis of multinational
cultures and their differences. Development of a plan to facilitate
cultural ambiguities. Development of a plan to lead change.
Recognize agendas for evolving leadership theory for future
implementation.
22. Bonnie Renee Reagan Aylor 2015 Sunday, June 14, 2015 22
References: (April 16, 2015 ). PM Meets Siemens CEO. Egypt State
Information Service. Retrieved from
www.lexisnexis.com/hottopics/lnacademic Becerra-Fernandez, I.,
& Sabherwal, R. (2001). Organizational knowledge Management: A
contingency perspective . Journal of Management Information
Systems, 18(1), 23-55. Retrieved from
http://search.proquest.com.library.capella.edu/docview/218928929?accountid=27965
Bjugstad, K., Thach, E. C., Thompson, K. J., & Morris, A.
(2006). A Fresh Look at Followership: A Model for Matching
Followership and Leadership Styles. Journal of Behavioral and
Applied Management, 7(3), 304-311,313-319. Retrieved from
http://search.proquest.com.library.capella.edu/docview/196732400?accountid=27965
Bryman, A, Stephens, M, Campo, C. (1996). The Importance of
Context: Qualitative Research and the Study of Leadership. The
Leadership Quarterly, Volume 7, Issue 3, Autumn 1996, Pages
353-370, ISSN 1048-9843 ,
http://dx.doi.org/10.1016/S1048-9843(96)90025-9.
(http://www.sciencedirect.com/science/article/pii/S1048984396900259)
Day, D. V., Antonakis, J. (2012). The Nature of Leadership, 2nd
Edition. Thousand Oaks, Ca, Sage Publications Inc. ISBN:
978-1-4129-8020-3. Dedman, E., & Filatotchev, I. (2008).
Corporate Governance Research: A Contingency Framework.
International Journal of Managerial Finance, 4(4), 248-258.
doi:http://dx.doi.org/10.1108/17439130810902778 Retrieved from:
http://search.proquest.com.library.capella.edu/docview/228359695?pq-
origsite=summon&http://library.capella.edu/login?url=accountid=27965
DeRue, D. S., & Ashford, S. J. (2010). Who Will Lead and Who
Will Follow? A Social Process of Leadership Identity Construction
in Organizations. Academy of Management Review, 35(4), 627-647.
doi:10.5465/AMR.2010.53503267 Retrieved from:
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=53503267&site=ehost-live&scope=site
Drazin, R., & Van De Ven, A. H. (1985). Alternative Forms of
Fit in Contingency Theory. Administrative Science Quarterly, 30(4),
514-539.
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=4013921&site=ehost-live&scope=site
Dresser-Rand. (2015). Investor Relations. Retrieved from:
http://investor.dresser-rand.com/stockquote.cfm Dover, P. (2002).
Change Agents at Works: Lessons from Siemens Nixdorf. Journal of
Change Management, 3(3), 243-. ISSN:14697017 /
DOI:10.1080/714042535
http://www.tandfonline.com/doi/abs/10.1080/714042535# Dunphy, D.
C., & Stace, D. A. (1988). Transformational and Coercive
Strategies for Planned Organizational Change: Beyond the OD Model.
Organization Studies,9(3), 317- 334. Retrieved from:
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=5994762&site=ehost-live&scope=site
Dunphy, D., & Stace, D. (1993). The Strategic Management of
Corporate Change. Human Relations, 46(8), 905. Retrieved from
http://search.proquest.com.library.capella.edu/docview/231460107?accountid=27965
23. Bonnie Renee Reagan Aylor 2015 Sunday, June 14, 2015 23
References (contd): The Economist, 412, 53-54. Retrieved from
http://search.proquest.com.library.capella.edu/docview/1548682134?accountid=27965
The Economist (Online), Retrieved from
http://search.proquest.com.library.capella.edu/docview/1417053935?accountid=27965
Etsy, A. (2009). An Interview with Jared Diamond. Sigma XI: The
Scientific Research Society. Retrieved from:
http://www.americanscientist.org/bookshelf/pub/jared- diamond
Evans, M. G. (1974). Extensions of a Path-Goal Theory of
Motivation. Journal Of Applied Psychology, 59(2), 172-178.
doi:10.1037/h0036516
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=1974-31094-001&site=ehost-live&scope=site
Fiedler, F. E. (1971). Validation and Extension of the Contingency
Model of Leadership Effectiveness: A Review of Empirical Findings.
Psychological Bulletin, 76(2), 128- 148. doi:10.1037/h0031454
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=1972-02829-001&site=ehost-
live&scope=site Graen, G. B., & Uhl-Bien, M. (1995).
Relationship-Based Approach to Leadership: Development of
Leader-Member Exchange (LMX) Theory of Leadership over 25 Years:
Applying a Multi-Level Multi-Domain Perspective. The Leadership
Quarterly, 6(2), 219-247. doi:10.1016/1048-9843(95)90036-5
Retrieved from
http://www.sciencedirect.com/science/article/pii/1048984395900365
House, R. J. (1971). A Path Goal Theory of Leader Effectiveness.
Administrative Science Quarterly, 16(3), 321-339.
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=4010081&site=ehost-live&scope=site
Husted, B. W. (2000). A Contingency Theory of Corporate Social
Performance. Business and Society, 39(1), 24-48. Retrieved from
http://search.proquest.com.library.capella.edu/docview/199340170?accountid=27965
Ju, T. L., Shu-Hui, C., Chia-Ying, L., & Tien-Shiang, L.
(2005). A Strategic Contingency Model for Technology Alliance.
Industrial Management & Data Systems, 105(5), 623-644.
Retrieved from
http://search.proquest.com.library.capella.edu/docview/234907392?accountid=27965
Larson, A. Siemens and GE Ink Big Orders with Egypt. Electric
Power, Power Magazine. Powermag.com. Retrieved from:
http://www.powermag.com/siemens-and-ge-ink- big-orders-with-egypt/
Madanipour, A. (2010). Connectivity and Contingency in Planning.
Planning Theory. Retrieved from:
http://plt.sagepub.com.library.capella.edu/content/9/4/351.full.pdf+html
Mahadevan, N. (2015, Mar 14). Siemens Signs $4.2 Billion Power
Deals in Egypt; German Conglomerate Agrees to Build Power Plant in
North African Country. Wall Street Journal (Online). Retrieved from
http://search.proquest.com.library.capella.edu/docview/1663358529?accountid=27965
24. Bonnie Renee Reagan Aylor 2015 Sunday, June 14, 2015 24
Referecens (contd) Miller, R. L., Butler, J., & Cosentino, C.
J. (2004). Followership Effectiveness: An Extension of Fiedler's
Contingency Model. Leadership & Organization Development
Journal, 25(3), 362-368. Retrieved from
http://search.proquest.com.library.capella.edu/docview/226926753?accountid=27965
MSN Money. (2015). Retrieved from:
http://www.msn.com/en-us/money/stockdetails?symbol=DE:SIE Mumford,
M. D., Friedrich, T. L., Caughron, J. J., and Byrne, C. L. (2007).
Leader Cognition in Real-World Settings: How do Leaders Think About
Crises?. The Leadership Quarterly, Volume 18, Issue 6, December
2007, Pages 515-543, ISSN 1048-9843,
http://dx.doi.org/10.1016/j.leaqua.2007.09.002.
(http://www.sciencedirect.com/science/article/pii/S104898430700118X)
Muczyk, J. P., & Holt, D. T. (2008). Toward a Cultural
Contingency Model of Leadership. Journal of Leadership &
Organizational Studies, 14(4), 277-286. Retrieved from:
http://jlo.sagepub.com.library.capella.edu/content/14/4/277.full.pdf+html
Pennings, J. M. (1975). The Relevance of the Structural-Contingency
Model for Organizational Effectiveness. Administrative Science
Quarterly, 20(3), 393-410.
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=4013873&site=ehost-live&scope=site
PR, N. (2014, September 21). Dresser-Rand Signs Agreement to Sell
to Siemens for Approximately $7.6 Billion in an all Cash
Transition. PR Newswire US, September 21, Regional Business News,
ESBSCO Host.
http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bwh&AN=201409211952PR.NEWS.USPR.DA17842&site=ehost-
live&scope=site Siemens. (2015). Siemens Global Website:
Features. Siemens Corporation. Retrieved from:
http://www.siemens.com/press/en/index.php Siemens. (2015). Siemens
Global Website: Jobs & Careers. Siemens Corporation. Retrieved
from: http://www.siemens.com/jobs/en/ Siemens. (2015). Siemens
Global Website: Press. Siemens Corporation. Retrieved from:
http://www.siemens.com/press/en/pressrelease/index.php Siemens.
(2015). Siemens Global Website: Siemens Worldwide. Siemens
Corporation. Retrieved from: http://www.siemens.com/entry/cc/en/
Sousa, R., & Voss, C. A. (2008). Contingency Research in
Operations Management Practices. Journal of Operations Management,
26(6), 697-713. Retrieved from:
http://www.sciencedirect.com.library.capella.edu/science/article/pii/S0272696308000405?np=y