Leadership at Enron

Paper Summary:

This paper discusses the factors that led to the collapse of Enron. The paper relates that Enron had no management conflict process and that it had a culture in which senior officials cast aside traditional business controls. The paper further explains that personnel were thus prevented from obtaining an understanding that would allow them to make informed moral decisions and from actually knowing what part they played in the totality of the corporate strategy. The paper shows how the underlying structure was a competitive culture run by breakdowns in internal communication, deception, fraud and personal arrogance.

From the Paper:

"Many people questioned what happened at Enron. "How could this happen?" they asked. It is important for individuals to recognize that the same thing could have happened, has happened and will probably happen again at many companies. There are certain parameters that exist in a company that lead to negative results, no matter how well intentioned the employees are."

Sample of Sources Used:

• Schwartz, J. (Feb. 4, 2002) As Enron Purged Its Ranks, Dissent Was Swept Away. New York Times. Journal of Business Ethics; Dordreeht; Oct 2002; John Alan Cohan
• Cohan, J.A. (2002). 'I didn't know' and 'I was only doing my Job'; Has corporate governance careened out of control? A case study of enron's information myopia. Journal of Business Ethics;

More papers on Leadership at Enron:

• Analytical Essay # 145241 : "The Ethical Failures at Enron"
• Analytical Essay # 70721 : "Enron Ethics"
• Analytical Essay # 123234 : "The Enron Scandal and Lack of Morals"

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