Siemens’ CEO, Peter Loscher, still recalls the blank stares when he asks about the company’s green strategy after his arrival three years ago. Loscher knew that Siemens had world-class researchers and lots of promising products in the pipeline. However, the company was traumatized by the bribery firestorm that it failed to see opportunities that could power Siemens’s growth in the years ahead. The transformation has given a boost to Siemens’s finance. Profits are at an all-time high, and shareholders are pocketing record dividends. Loscher, however, exhorts his team not to get cocky. Loscher wasted little time showing his tenure would be business as usual. A big mobile-phone business, once the company’s most prized unit, was given away and eventually shuttered. The state of crisis also allowed Loscher to chip away at Siemens’s inbred culture, adding to it some GE-style management discipline. Loscher has moved quickly to do away with the German company’s traditional fiefdoms. The transformation has positioned Siemens to go head-to-head against rival GE. The two companies compete in health care technology, power turbines, transportation, and eco-friendly energy generation. Loscher doesn't even need words to explain his progress since coming on board. Asked what he has achieved since taking over at Siemens, he silently holds up a chart showing his company's stock performance vs. competitors.
Question1: Describe Peter Loscher’s two leadership styles. Leadership styles generally refer to the leadership of the habituation of various characteristics. Habituation of the style of leadership is in long-term personal experience, leadership practice gradually formed, and in the leadership practice consciously or unconsciously stable work, has strong personalized color. Every leader is associated with the working environment, experience and personality style differs from other