1. What is it about Rachel's leadership that clearly suggests that she is engaged in transformational leadership?
2. In what ways has the growth of ICCR had an impact on Rachel's leadership?
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 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 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, particularly when there are changes within an organization.