Leadership OF Eni by Bernabe
Franco Bernabe led the very rapid transformation of Eni from a corrupt government corporation to successful privatization in six years. He was able to accomplish this remarkable task not only because of his skill in a particular leadership style, but because of his ability to expertly match appropriate leadership traits to ever-changing demands. Bernabe’s style and approach continuously adapted as the organization evolved, allowing him to he remain effective and in control throughout the transition. His leadership performance was enhanced by the intelligent use of resources and was legitimized by his high standard of integrity.
This review of the transformation of Eni demonstrates how with the exploitation of key resources, appropriate application of various leadership techniques and high moral principles, Bernabe was able to achieve outstanding results.
Accumulating personal resources and knowledge was a necessary prerequisite to leading.
Prior to assuming the CEO position at Eni, Bernabe had acquired “encyclopedic knowledge” of it operations. His prior training at OCED, Fiat and ten years at ENI gave him the expert technical background to approach the problem of restructuring the company. He came to the problem armed with the right resources, a working knowledge of the company, and experience dealing with conflict. He was prepared for the challenge and not intimidated by it.
Bernabe remained flexible and matched his leadership style to the situation as the conversion of the company unfolded.
Bernabe began his leadership at Eni with a quick take charge move of the aversive leadership type, by announcing all employees were answerable to him. This was an initial attention getting approach to emphasize a new set of go ...