ABSTRACT
This chapter examines a case with several similarities to the higher education case study, and identifies and addresses several differences. One of the biggest differences is that the leader had considerable experience in the field and with the kind of people he led. The case in the chapter features a leader who had some support among some of the team members that he was leading, but not all. Some decisions went against a culture that was prevalent but that needed to change in response to the general business environment. People recognized this need to change, but the leader communicated several changes too quickly, destroying the relationship with a significant group within the employee teams he led. The board of executives recognizes his vision as appropriate and supports him, but the way he communicates it and its implementation rankle many who work under his leadership.
