Complete the Leadership in Action case study for Lehman Brothers on page 174-175

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Complete the Leadership in Action case study for Lehman Brothers on page 174-175 in your textbook.
You will be graded on how well you answer the case questions. Answering the case questions involves identifying relevant facts from the case, applying the chapter concepts to the case, and answering each question completely. Proper APA formatting is expected (cited sources, abstract, reference page, etc.). Supplement and synthesize your analysis with outsides scholarly sources. Your submission should be presented in the form of a business document. Presentation counts. LEADERSHIP INACTION THE LAST CEO OF LEHMAN BROTHERS: RICHARD FULD crisis was the sudden firm founded in 18S0 brought down by de its risks and bad primary triggers of the Among the most dramatic stories of the 2008-2010 global financial and unexpected demise of the Lehman Brothers, a financial services in September 2008. After many years of success, the company was accounting scheme, dubbed Repo 105, that allowed it to shuffle and h 1- 2- assets (Johnson, 2010). Its downfall in September 2008 was one of the global crisis. Leading the company since 1994 and through is bankruptcy was the flamboyant accounts was and still is a force to be reckoned with (Kim, 2013). Alth was Fuld, who by most fused to admit n denied having knowledge was con others he accepted responsibility for the demise of his company, he steadfastly had re wrongdoing or any mistakes (NYT, March 12, 2010) and eve of the shady transactions (Gallu and Scheer, 2010). A serious and intense man who one of the best traders at Lehman's, he seemed to have had the ability to make sidered want to follow him (NYT, March 12, 2010). He also brought considerable profitabil company Those working with Fuld gave him the nickname of "Gorilla" for his habit of instead of talking and his intimidating presence (Plumb and Wilchins, 2008). eq warmed up to the label and kept a life-size toy gorilla in his office (Fishman, 200 financial analyst states: "He had the typical hubris that any long-term CEO has: I built this thing, and it's got more value than the marketplace understands (Plumb and W 2008). Several years before the collapse, Fuld refused several offers that could have saved his company, against the advice of many advisors, because he did not agree with them. He then was outraged that the U.S. government did not bail his company out and believes he is bein used as a scapegoat because people need someone to blame, although some of his associ ates believe that Fuld was fully aware of what was going on in his company (Clark, 2010a). During the last days before the company went bankrupt, Fuld used all his political connec. tions, calling U.S. Treasury Secretary Paulson, Jeb Bush (the president's brother), and others to pressure both the U.S. and British governments to intervene on behalf of his (Clark, 2010b); his charm and pressure did not work. ). One Wilchins company While CEO, Fuld was not shy about using his power. He once berated one of his employees for wearing the wrong-colored suit and is reputed to have fired another for using an "appall- ing" shade of lipstick (Pressler, 2010). Describing an interaction with Fuld, one of Lehman's former executives states: "... he made it seem like [a situation] will lead to physical violence f you didn't relent" (Fishman, 2008). He approached his job as CEO with a strong "us them" philosophy, adopting some of his mentor's (and previous Lehman's CEO, Glucksman) working-class suspicion of Wall Street and paranoia about his company being under attack (Fishman, 2008). His intimidating take-no-prisoners approach and sometimes explosive behavior-he once knocked down the papers from an executive's desk-was balanced with generosity to those he liked and those who performed well (Fishman, 2008). Fuld surrounded mself with highly skilled, often non-Ivy league performers-an unusual occurrence in Wall -who received some of the highest incentives in the industry for high performance. Lehman's in Street a new report out about the process and causes of the company's downfall and ankruptcy, Fuld spends his time in an office in the Time Life building in New

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sources of power are :

elemenst of power corruption presented are :

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