In the Enron case study a continuous struggle for control was clearly visible in the upper management of Enron. Two influential individuals of Enron with different leadership styles, managerial strategies and decision making skills were competing for achieving Ken Lay’s support for being number two authoritative person of the company (Gwilliam, 2008). The two charismatic leaders were Jeffery Skilling and Rebecca Mark. Both had a different business strategy styles like Skilling had asset light strategy for doing business and Mark had a firm belief on asset rich philosophy with heavy infrastructural developments in areas of water, energy and telecommunications. Feature of integrity was missing in the executive leaders of Enron which is necessary for effectively managing the company.
Skilling’s was a person with supreme confidence, intelligence and determination which he even revealed in his decision making skills for the benefit of the company that proved beneficial for the company and made Enron a market maker and liquidity provider to its client companies . He was a visionary and proved his skills with the inspiring and amazing creativity and risk taking ability on many accounts of the decision making process for the better future of the company. He was ever encouraging for undertaking of activities that results in maximization of profits and increasing the share value of Enron. Although Skilling had everything good in him as a leader and decision maker but the motive of profit maximization was taken so aggressively that the essential trait of integrity for achieving success in the log-run became an invisible part in the culture of Enron.