Stadler, Christian and Hinterhuber, Hans H. (2005) Shell, Siemens and DaimlerChrysler : leading change in companies with strong values. Long Range Planning, 38 (5). pp. 467-484. doi:10.1016/j.lrp.2005.06.001 ISSN 0024-6301.

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Abstract

This article examines the question of change and the role of leaders in this process. In search of a formula which allows organisations to adapt without drowning in chaos the authors studied Shell, Siemens and DaimlerChrysler for three and a half years in the 1980s and 1990s. They discovered that the negative aspects of change can be avoided if leaders take a company's core values into account and engage employees when they guide their organisation through times of change. Such a leadership approach requires good actions by followers and the team and therefore a large talent pool. Shell and Siemens were able to fare better than DaimlerChrysler in this respect. They were able to take this approach due to a collective leadership style. A charismatic and overambitious leader, however, presented the greatest danger to the performance and survival of an organisation.

Item Type:	Journal Article
Divisions:	Faculty of Social Sciences > Warwick Business School > Strategy & International Business Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Long Range Planning
Publisher:	Elsevier
ISSN:	0024-6301
Official Date:	2005
Dates:	Date Event 2005 Published
Volume:	38
Number:	5
Page Range:	pp. 467-484
DOI:	10.1016/j.lrp.2005.06.001
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access

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