Reference no: EM133974908

Questions

1. If you were in charge at Studio 54, what kind of values could you exhibit to help employees and others understand why the line outside the bar moved so unevenly?

2. How would you characterize management's culture with respect to employees?

Were they valued as mercenaries, as something closer to members of a family, as something else? (Remember, guys lined up to apply for these coveted posts.)

How would you describe the Studio 54 attitude toward its consumers?

Were they valued as people to be fleeced of their money, as participants in a shared project? Something else?

Why do you think that?

3. In ethical terms, is there any difference between requiring guys to wear almost nothing while they hustle around the bar delivering drinks and, in a different business, requiring guys to wear neat, stiff uniforms while they hustle around a neighborhood delivering Domino's pizzas?

If there is a difference, what is it? If not, why not?

In thinking about the management decision to impose both dress codes and body requirements, how are these two demands similar and how are they different? Is one less ethically problematic than another? Why or why not?

What are some ethical justifications an owner could cite for enforcing a dress code in general, regardless of whether it's a near-nude barboy or a Domino's driver? How would those arguments apply in the specific case of Studio 54?

4. With respect to Daniel Goleman's six basic leadership personas listed below, which ones do you suspect correspond with D'Alessio, and which don't fit her so well? Why?

5. What is transformational leadership? What is transactional leadership?

Does D'Alessio share characteristics with one or both? How?

6. How is adopting a personality for leading an organization like adopting a style to exhibit when you go out with friends on the weekend?

Is there anything ethically wrong with adopting a mask for your public self?

Is so, what? If not, why not?