The Case: You work for a consulting company that hires experts in higher education and helps institutions fix any and all issues. You've been assigned to lead a full restructure of a small, private university located in the Midwest $-$ Elizabeth University $($EU; this is not a real university$).$ Elizabeth University has always operated as an adhocracy $($see Bolman and Deal, page $82),$ with ambiguous authority structures, unclear objectives, and contradictory assignemnts of responsibility. But the last few years have been highly tumultuous for EU$.$ Three years ago their president retired after $30$ years of service, and enrollment dropped $25\%.$ The VP of enrollment currently serves as the interim president while still overseeing the institutions enrollment division. The board of advisors, who never really needed to impose any authority in the past, realize changes must be made for the institution to survive. That's why they hired you.

Discussion Question: As an expert in situational leadership and the structural frame, outline what steps you could take to fix Elizabeth University. What is the nature of the situation $($from a leadership perspective$)?$ What are the development levels and needs within the institution? Is a restructure needed? What type of restructure?