Marriott International, Inc. is a one of the leading and most reputable lodging companies that operate globally. The first Marriott restaurant was opened by J. Willard and Alice Marriott in Washington, DC, in 1927 (Marriott, 2015). Marriott International appeared as the hotel and restaurant chain in 1993. Today, Marriott holds its properties in more than 80 countries. The annual revenues of the company are more than $12 billion, and the business success depends on the prominent leadership ( Marriott management philosophy , 2015, p. 2). This paper aims to present the analysis of the prevalent leadership style typical of executives and directors in Marriott International; to discuss the connection between the leadership style and ethical practices; to determine possible ethical problems; and to propose appropriate solutions to address identified leadership issues. Prevalent Leadership Style in Marriot International Marriott International is the franchising company that operates in many countries all over the world. This aspect influences the leadership style followed in the company. As a result, top-level leaders who promote the mission of the company perform as transformational leaders. Still, middle and lower-level leaders in many hotels and restaurants over the globe are inclined to act like relations-oriented and change-oriented leaders ( Marriott management philosophy , 2015). Therefore, the prevalent leadership style in Marriott International differs depending on the hierarchy and culture. Leadership Model of Top Managers The distinctive leadership style followed in the company is associated with activities of such persons as J. Willard Marriott, the founder of the company, and his son J.W. Marriott, Jr., the current Executive Chairman and Chairman of the Board of Marriott International. Mr. Marriott started developing his leadership abilities while promoting the family business, and then, he became Chief Executive Officer of one of the largest global company in the hospitality industry (Marriott, 2015). Today, Mr. Marriott is known for his transformational leadership style. Another prominent leader in the company is Arne M. Sorenson, Marriott International President and Chief Executive Officer (Marriott, 2015). Mr. Sorenson also follows the principles of the transformational leadership style promoted by Mr. Marriott because it is based on the ideas of inspiration, motivation, and innovation valued by the company. Transformational leaders combine the advantages of change-oriented and relations-oriented leadership behaviors while stimulating employees intellectually. They also focus on individualization or employees’ interests and needs correlated with the company mission (Zopiatis & Constanti, 2012, p. 87). According to the theory of transformational leadership proposed by Bass in the 1980s, transformational leaders communicate and act in such a way that they stimulate feelings of trust, respect, and admiration in followers (Yukl, 2014). Mr. Marriott and Mr. Sorenson are examples of transformational leaders because they pay much attention to developing policies according to which employees’ culture, diversity, and values as addressed in order to motivate them work for the benefit