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Leadership style and entrepreneurial change
The Centurion operation at Philips Electronics
Luchien Karsten
University of Groningen, Groningen, The Netherlands

Leadership style

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Sjoerd Keulen
University of Amsterdam, Amsterdam, The Netherlands

Ronald Kroeze
Free University of Amsterdam, Amsterdam, The Netherlands, and

Rik Peters
University of Groningen, Groningen, The Netherlands
Abstract
Purpose – This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes of organizational change. Keywords Change management, Business history, Leadership styles, Organizational change Paper type Case study

Introduction On October 25th 1990 the president of Philips Jan Timmer announced a reorganisation operation, called Centurion, which included a lay-off of 45.000 jobs. The Netherlands was shocked. Philips ushered a reduction of personnel at