Though many different explanations are offered for the collapse of Enron, the nations ordinal largest corporation, but its leadinghip was an obvious positionor that contributed to Enrons demise. It will be entirely err adeptous, however, to think that the leaders of Enron were anything but superb. From 1997-2001, the leaders of this telephoner modify Enron into a corporation of the new millennium and a front-runner of investors and analysts. Most leaders of Enron like Chairman Kenneth Lay, oldtimer administrator Officer Jeffrey Skilling and Chief Financial Officer Andrew Fastow met all the conventional criteria for good leadership. They all possessed the fundamental constitution of leadership, which was to cultivate other people into their beliefs and their set. They had bold market jumper lead stack and were able to create an innovative fast-paced organizational gardening that attracted the best and brightest of people. Lay had been described as a pioneering lead er and a true visionary, Skilling was described as one of the aggrandisement five CEOs in America and CFO magazine gave Fastow an distribute for excellence for his work in Enron as a fiscal wizard. They were able to transform a $4 billon dollar indwelling gunman distribution political party to a $40 one thousand thousand dollar major monger in both gas and electricity, as well as other businesses.

But this only tells half the story close the leadership; the other half hides beneath the surface. While the company openly touted the value system of Respect, Integrity, discourse and Excellence (RISE), the leaders of the company failed to integrate these core values into their oper ations. In fact the leaders disapproved any ! messages of dissent and were dismissive of critics. They encouraged a yes man culture that throttled dissent and disagreement. Enron had a ruthless and heady culture that lavished rewards on those who played the game, period persecuting... If you want to express a full essay, order it on our website:
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