Enron transformed into a high-tech global enterprise that diversified into trading energy, water, weather derivatives, broadband and electricity.
In examining the correlation between the manner in which we conduct business and the principles to which we personally ascribe, it is undeniable that we are inextricably impacted by our respective familial upbringings, social environments and academic influences.
Echoing this observation, noted ethicist and educator Dr. Robert Rue emphasizes that: Our values get us out of bed every morning, help us select the work we do, the company we keep, the relationships we build, and ultimately, the groups and organizations that Leadership at enron corporation lead.
Our values influence every decision and move we make, even to the point of how we choose to make our decisions Rue,p. Consequently, when an individual discovers genuine and meaningful alignment between his or her own personal values with those of his or her employer, a powerful connection is created.
This connection creates numerous possibilities for both individual growth and company productivity, manifested in myriad ways. The need to generate employee enthusiasm and dedication to product produced or service rendered is of utmost concern to retain the employee and infuse passion in those services delivered by the employer.
There has been a long held maxim that if an employee truly believes in the work that he or she performs for an employer, that employee will be invigorated to create a necessary, safe and beneficial service or product with pride, dedication and respect to purpose.
Prior to accepting employment with a new employer, a certain amount of due diligence is customarily performed: Does the organization have a sound historical record in manufacturing a product or providing a service that provides both desired and necessary assistance to the customer?
Will public image be portrayed in conformance with the actual operations of the business? It is imperative, especially in the wake of new legislation enacted to curtail the level of reported corruption and to demand individual accountability e.
Barrett continues to explain that if you use beliefs to make decisions, those decisions will reflect your past history in dealing with similar situations.
Past history is always experienced and context-based, and beliefs are not equipped to handle complex new situations that have not been experienced previously. Beliefs are steeped in our past histories, habits and traditions, and are thus constrained by individual experiences and not as adaptable to new situations.
Alternatively, if you use values to make decisions, those decisions will align with the future you want to experience. Values transcend both contexts and experiences. Therefore, they can be used for making tough decisions in complex situations that have not yet been experienced.
As a result, values provide a more flexible mode of decision-making than beliefs. When an organization and its team members unite around a shared set of values, they become more flexible, less hierarchical, less bureaucratic, and they develop an enhanced capacity for collective action.
When employees not only share similar values — but also a similar vision — the performance of a company is enhanced. Shared values build trust. Trust is the foundation on which relationships are established, both with team members and customers alike.
Values-based leadership is a way of making authentic decisions that build the trust and commitment of employees and customers. As a leader, your job is to create a vision and to inspire others to make that vision a reality.
In order to get employees passionate about what they are doing, leaders have to possess great energy so that they can spark excitement and achieve results. While this may seem counterintuitive, a great leader sometimes needs to focus less on the numbers, and more on the values of building a team, sharing ideas and exciting others.
Successfully operating as a values-based leader benefits your team, your organization and yourself.
Bonding, appreciation of differences, improved relationships, clarity of team purpose Organizational: Revitalized corporate culture, alignment, commitment and passion for the organizations values and a deeper sense of meaning Customers: A leader who embraces this type of thinking can become very successful in fostering strategic vision and gaining the support and partnership of other potential business partners.
Find people who are competent and really bright, but more importantly, people who care exactly about the same thing you care about.
This statement has been personally influential and I have embodied its clear meaning in a saying that I keep at the forefront of my thinking: While this form of motivation appears idealistic and theoretical, the question inevitably arises as to whether values-based leadership really exists in actual corporate practice.
Considering media headlines over the last several years, it certainly appears that a number of business leaders have compromised their own value systems in order to generate a profit and line their pockets to the detriment of the consumer, the employee, and the shareholder.
This trend has left many of us occupying positions of corporate leadership to wonder what has happened to adhering to sound business practices and championing good old-fashioned ethics and moral behavior. Fortunately, through personal experience as a corporate official in a top-ranking financial institution, I am able to state with steadfast conviction that ethical decisionmaking is still alive and well in much of corporate America, with many companies having re-focused their existence around a common vision statement supported by solid values.
Values such as giving back to the community, showing respect and care for the environment and many others have made their way back into corporate America.
Wells Fargo is a financial institution that has not only unambiguously set forth its vision and values, but has imparted these working principles to its team members.The story of Enron Corp. is the story of a company that reached dramatic heights, only to face a dizzying fall.
Its collapse affected thousands of employees and shook Wall Street to its core. At. Organizational Culture and Leadership Styles of Enron.
Print Reference this. Published: 23rd March, Last Edited: flattening the traditional corporate hierarchy to encourage personal accountability, efficiency, and motivation, being first in new markets and adopting the best systems and technology are critical for maintaining an. Innovation Corrupted: The Origins and Legacy of Enron's Collapse [Malcolm S.
Salter] on leslutinsduphoenix.com *FREE* shipping on qualifying offers. Although much has already been written about the rise and fall of Enron, four important questions remain unanswered: What management behavior and practices led Enron down the path from truly innovative to fraudulent management?
Jan 18, · A chronology of Enron Corp. and criminal cases emerging from its collapse: - Houston Natural Gas merges with InterNorth to form Enron, HNG CEO Kenneth Lay becomes CEO of combined company the. May 14, · While Enron may be the crown jewel of corporate prosecutions, it was preceded by guilty verdicts for top execs at Adelphia Communications, Tyco International and .
ENRON, ETHICS, & THE DARK SIDE OF LEADERSHIP. Ethical leadership in corporate America is just as important as ethical leadership in a political environment. I thought it would be very interesting to take a closer look at the Enron scandal from the early s and examine the company’s lack of ethical leadership.