Abstract
The leadership principles and actions of Colin Powell, US Secretary of State, are in direct contrast to those of the executives of the failed energy giant Enron. Oren Harari and Lynn Brewer analyse the differences and draw lessons for how leadership should be developed and exercised. This article is not about Colin Powell, the person, but rather the leadership he espouses. The attributes of leadership that Powell has demonstrated throughout his 40-year career are ones that managers in all industries would be wise to demonstrate, especially in today's market environment, which seems to be spiked daily by yet another disappointing day on the stock exchanges of the world, another government investigation, another investor-backed lawsuit, another bankruptcy announcement, another wave of earnings restatements and another criminal indictment of a high-profile executive.
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