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Charismatic leadership and corporate cultism at Enron: the elimination of dissent, the promotion of conformity and organisational collapse.

Tourish, Dennis; Vatcha, Naheed

Authors

Dennis Tourish

Naheed Vatcha



Abstract

Enron stands out as one of the most spectacular failures in business history. Thus far, most attention has been focused on its accountancy practices. This article, by contrast, explores its internal culture and the leadership practices of its top people. These included a particular emphasis on charismatic leadership, particularly in the persons of Kenneth Lay and Jeffrey Skilling; the promotion of a compelling vision by these leaders of a totalistic nature; individual consideration, expressed in a recruitment system designed to activate a process analogous to conversion; and the promotion of a culture characterized by conformity and the penalizing of dissent. Drawing on the vast archive of material now available on Enron, and in particular on the best known accounts of former employees, the article discusses to what extent Enron can be usefully regarded as an example of a corporate cult. Finally, the discussion is located in the context of emerging trends in business and leadership practice, and considers the extent to which what happened at Enron is suggestive of a growing business phenomenon.

Citation

TOURISH, D. and VATCHA, N. 2005. Charismatic leadership and corporate cultism at Enron: the elimination of dissent, the promotion of conformity and organisational collapse. Leadership [online], 1(4), pages 455-480. Available from: https://doi.org/10.1177/1742715005057671

Journal Article Type Article
Acceptance Date Nov 30, 2005
Online Publication Date Nov 30, 2005
Publication Date Nov 30, 2005
Deposit Date Jun 26, 2008
Publicly Available Date Jun 26, 2008
Journal Leadership
Print ISSN 1742-7150
Electronic ISSN 1742-7169
Publisher SAGE Publications
Peer Reviewed Peer Reviewed
Volume 1
Issue 4
Pages 455-480
DOI https://doi.org/10.1177/1742715005057671
Keywords Charismatic leadership; Corporate cults; Dissent; Managerial power
Public URL http://hdl.handle.net/10059/187

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