Northouse, Leadership 8e
SAGE Publications, 2019
Case 8.3: Her Vision of a Model Research
Center
Case Synopsis and Analysis
Rachel Adams is president and CEO of the Independent Center for Clinical Research
(ICCR). Under her leadership, the ICCR has grown to a company of over 100 employees
(mostly female), with $6 million in revenue and $1 million in annual profit. Her vision is to
make the center a model research center that blends credible science with cost-effective
clinical trials, maintaining strong links to academia, industry, and the community.
Rachel is a collaborative, freethinking, and progressive leader who supports women’s
concerns in her research and within the organization. She is optimistic, hardworking,
creative, and not afraid to take risks.
Rachel is often called out of town due to rapid growth of ICCR. She feels estranged from
employees and has had to delegate planning and decision-making to department heads.
Unfortunately, Rachel feels that the department heads are beginning to shift the focus of
ICCR, turning it into a company dedicated primarily to research and development of new
drugs. Rachel wants to maintain her original vision for the company and continue to have
strong relationships with employees.
This case study portrays a strong transformational leader who built a successful company
through her progressive and collaborative approaches. Students also begin to see that a leader
must work diligently to include and collaborate with followers in the vision on a regular basis
to maintain “buy–in” from followers, particularly when there are changes within an
organization.
Learning objectives:
• Students should demonstrate understanding of the Transformational Leadership
Theory and be able to apply its main concepts (idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration) to a leader.
• Through application, students should be able to determine key areas for leadership
development and improvement based on transformational leadership theory.
Answers to questions in the text:
1. What is it about Rachel’s leadership that clearly suggests that she is engaged in
transformational leadership?
Rachel is a progressive, collaborative leader. She is open to new ideas and approaches
and is a clear role model to employees. She treats everyone well and has an optimistic
spirit (idealized influence).
Northouse, Leadership 8e
SAGE Publications, 2019
2. In what ways has the growth of ICCR had an impact on Rachel’s leadership?
Rachel is traveling a lot and finds it difficult to maintain relationships with all
employees due to the growth of ICCR. She has had to delegate more, which has led
some department heads to want to shift the direction of the company.
3. Given the problems Rachel is confronting as a result of the growth of the company,
what should she do to reestablish herself as a transformational leader at ICCR?
Rachel needs to work on inspiring a shared vision with the followers. She should
Potential teaching approaches:
Below is a way to structure a class based on the Transformational Leadership Theory and
Case Study 8.3:
• Ask students to read Case 8.3.
• Hold a lecture on transformational leadership.
• Discuss Questions 1–3 in the case study as a class.
• Finally, the professor may choose to conduct in-class exercises listed below.
Northouse, Leadership 8e
SAGE Publications, 2019
Exercises for this case study:
1) Individually or in small groups, students should create a development plan for Rachel.
2) Role-Play: In small groups, students role-play a discussion between Rachel and the
department heads. Department heads need to argue for a change in vision. Rachel
3) Students work individually or in small groups to apply Kouzes and Posner’s model to
4) In a brief essay (200–250 words), outline what Rachel’s strengths are as a leader with