1) Though there were concerns expressed internally, the public came to know of the company's cultural issues many years later. In retrospect, the perception is that the company's culture was perpetuated for several years. Drawing upon socialization, discuss how are unethical/ corrupt practices perpetuated in organizations?

2) Based on the information available, assess Uber's leadership. What leadership style did Kalanick display? What leadership style does Khosrowshahi display? Use any leadership theories to support your assessment

Uber's Culture: From "Always be hustlin" to "We do the right thing. Perlod." Serial entrepreneurs Travis Kalanick and Garrett Camp founded Uber, a transportation sector start-up, in 2009. since then, the company has become an exemplar of the modern-day sharing economy. At the outset, Camp served on the company's board while Kalanick assumed its CEO position shortly after founding. In 2015, Kalanick Introduced Uber's 14 cultural values, developed in conjunction with the company's Chief Product Officer, Jeff Holden, at a corporate retreat in Las Vegas. They were as follows : Customer obsession (Start with what is best for the customer) Make magic (Seek breakthroughs that will stand the test of time) Big bold bets (Take risks and plant seeds that are five to ten years old) Inside out (Find the gap between popular perception and reality) Champion's mind-set (Put everything you have on the field to overcome adversity and get Uber over the finish line) Optimistic leadership (Be inspiring) Celebrate cities (Everything we do is to make cities better) Superpumped (The world is a puzzle to be solved with enthusiasm) Be an owner, not a renter (Revolutions are won by true believers) Meritocracy and toe-stepping (The best idea always wins. Don't sacrifice truth for social cohesion and don't hesitate to challenge the boss) Let builders build (People must be empowered to build things) Always be hustlin' (Get more done with less, working longer, harder, and smarter, not just two out of three) Be yourself (Each of us should be authentic) Principled confrontation (Sometimes the world and institutions need to change in order for the future to be ushered in) As the company thrived, new employees learned the Uber way at *Uberversity," the company's multi-day orientation program. Newcomers discussed scenarios such as "a competitor is introducing an equivalent service In four weeks. We can't beat them to market with a functional and reliable service. What should we do?" The "correct answer" was to "develop an incomplete solution and beat the competitor to market," which aligned with the value of "Always be hustlin'" and taking using a little more time to develop a better offering was "not the Uber way."