Mark Clapp and Albert DiBrito worked for the Public Safety Department (PSD) in St. Joseph, Michigan. Clapp was the director, and DiBrito was the deputy director. They were under the supervision of the city manager. One day, Clapp told Tom Vaught, a PSD employee, that the previous city manager had hired DiBrito only because DiBrito had been investigating the city manager for possible wrongdoing. Clapp said that DiBrito had dropped his investigation in exchange for the deputy director position. DiBrito learned of Clapp’s statement and filed a formal complaint against him on another matter with Richard Lewis, the current city manager. The investigation that followed revealed management problems within the PSD. A consultant hired by the city concluded that Clapp’s remarks about DiBrito had been “inappropriate statements for a commanding officer to make regarding a second in charge.” However, the consultant also identified issues regarding DiBrito’s “honesty, inappropriate statements to subordinates regarding a commanding officer, favoritism, and retaliation.” How do a manager’s attitudes and actions affect a workplace? What steps do you think Lewis could take to prevent future ethical misconduct? [DiBrito v. City of St. Joseph, 675 Fed.Appx. 593 (6th Cir. 2017)] (See Ethics and the Role of Business.)