Introduction: Ursula Burn’s Background. Learning to Take Risks Born in New York City, NY in 1958, Ursula Burns was raised by her single mother and attended a Catholic school for girls. In 1980, she graduated from the New York University Polytechnic School of Engineering with a Bachelor’s Degree in Mechanical Engineering. The same year, she acquired a Master’s Degree in the same field at Columbia University. The fourteenth most successful woman in the world, Burns is also a devoted mother and a wife. In 1980, she became a member of the Xerox Company as a “mechanical engineering summer intern” ( Ursula Burns , n. d., para. 1). It should be noted, though, that Ursula did not have to create a brand – when she became the leader of Xerox, the company already was a household name. At first, it seemed that all that Burn was supposed to do was maintaining Xerox’s popularity and follow the legacy of her predecessor to retain the revenues. However, as it soon turned out, the company was starting to lose its target audience, since the brand had worn out its novelty by the time that Burn took power in her hands. However, Ursula’s business acumen did not fail her, and she decided to reinvent the company’s image, therefore, pulling it out of a financially precarious situation. By suggesting that color printing should be made more affordable, as well as reconsidering the company’s organizational behavior and putting a very strong emphasis on the relationships between the managers and the staff, Burns has created the organizational culture that is bound to make Xerox even more successful than it is now. Organizational Culture and the Philosophy of the Leadership Style: What Employees Say Burns manages to combine the elements of several leadership styles to achieve greater efficacy. For instance, though Ursula tends to resort to the laissez-faire leadership style, leaving her employees enough room for making major decisions on their own and, thus, feel valued (Chaudhry & Javed, 2012), the CEO has used the basic principles of the transformational leadership style quite a few times. The latter seems considerably more promising a strategy, since it helps reinvent the staff’s concept of corporate value and, therefore, motivate them for achieving better results (Luzinski, 2011). Personal and Organizational Values and Ethical Behavior in Xerox: Compliance at Its Best According to Burns, reputation is the key personal and organizational value ( Highlights on selected winners from the 2012 world’s most ethical companies , 2013, June 4, para. 7). Seeing how Burns considers the reputation of her company and staff the top priority in creating the corporate culture, there should be no surprise that Ursula considers compliance with the company’s rules the key principle of corporate ethics (Abdullah & Aziz, 2013). However, unlike other bosses, who demand that their staff should follow the provided guidelines without questioning them, and avoid direct communication with their employees, Ursula adopts an entirely new approach by establishing direct contact with her staff. To Err Is Human: Ursula Burns’s Three Greatest Weaknesses It would be wrong to claim that Burns has no flaws whatsoever as a leader. Quite on the contrary, each of her advantages, including her energy, vivacity, and enthusiasm, is leveled with a correspondin