(Title edited to prevent massive coronaries for M&M! :shock: :shock: )
One of my "industry news" sources is Scientific American. This article
includes a description of how Enron worked before Jeff Skilling became CEO.
Kinder accentuated trust and accountability through a management style that included closely reading his managers’ reports, then challenging and debating them at regularly scheduled face-to-face meetings; in turn, he had these managers do the same thing with the employees under them, such that at every level Enron was transparent and thus less susceptible to mismanagement and corruption. Further, Kinder fostered a familylike atmosphere at Enron, for example, showing care and concern for the personal lives of his employees (for instance, paying the travel expenses for one of his managers to return home for a family funeral), which tends to engender respect and loyalty.
That sounds to me like a high-D, perhaps high-C manager trying to do things the Manager Tools way. On the other hand, it's discouraging to see how quickly bad management can unravel a company. The Google example is also interesting, though less illuminating.