Case 8.1: A Vision Failed
Case synopsis and analysis
Harold Barelli is the new president of High-Tech Engineering (HTE), a 50-year old family
owned manufacturing company with 250 employees. There has been only one other president of
HTE, its owner.
Harold assumes the presidency and quickly tries to change the vision, hoping to prove it as one
of the best manufacturing companies in the country. He created a two-page vision for the
Learning objectives:
1. Students should recognize the value of an inspiring vision and begin to understand how a
leader can create one.
2. Students should demonstrate understanding of the transformational leadership theory and
Answers to questions in the text:
1. If you were consulting with the HTE board of directors soon after Harold started making
changes, what would you advise them regarding Harold’s leadership from a transformational
perspective?
Harold needs to serve as a role model for the team. If he wants democracy and participative
leadership, he must emulate that (idealized influence). He needs to listen to the employees with
2. Did Harold have a clear vision for HTE? Was he able to implement it?
It is common for transformational leaders to create a vision. The vision emerges from the
collective interests of various individuals and units in an organization. The vision is a focal point
3. How effective was Harold as a change agent and social architect for HTE?
The transformational approach requires that leaders become social architects. This means that
they make clear the emerging values and norms of the organization. They involve themselves in
4. What would you advise Harold to do differently if he had the chance to return as president of
HTE?
If given the chance to return, Harold should spend time listening to and engaging with the
employees and former president. He should learn what works and does not work about the
Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Potential teaching approaches:
Below is a way to structure a class based on skill theory and case study 8.1:
• Ask students to read case 8.1.
• Without relying on transformational leadership, students then discuss (a) what Harold did
wrong and (b) what Harold should have done better.
• Hold a lecture on transformational leadership.
Exercises for this case study:
1) In small groups, students assume the role of the owner of HTE and create a development
2) Role-Play: In pairs, students role-play a discussion between the former HTE president