her vision of a model research center

Her Vision of a Model Research Center

by writings | Mar 25, 2020 | General Questions | 0 comments

Her Vision of a Model Research Center Read a case study bellow and answer briefly to three questions: Questions 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?   Please, be concise!   Case 8.3 Her Vision of a Model Research Center Rachel Adams began as a researcher at a large pharmaceutical company. After several years of observing how clinical drug studies were conducted, she realized that there was a need and an opportunity for a research center not connected with a specific pharmaceutical company. In collaboration with other researchers, she launched a new company that was the first of its kind in the country. Within 5 years, Rachel had become president and CEO of the Independent Center for Clinical Research (ICCR). Under Rachel’s leadership, ICCR has grown to a company with revenues of $6 million and profits of $1 million. ICCR employs 100 full-time employees, most of whom are women. Rachel wants ICCR to continue its pattern of formidable growth. Her vision for the company is to make it a model research center that will blend credible science with efficient and cost-effective clinical trials. To that end, the company, which is situated in a large urban setting, maintains strong links to academia, industry, and the community. Rachel and her style have a great deal to do with the success of ICCR. She is a freethinker who is always open to new ideas, opportunities, and approaches. She is a positive person who enjoys the nuances of life, and she is not afraid to take risks. Her optimistic approach has had a significant influence on the company’s achievements and its organizational climate. People employed at ICCR claim they have never worked at a place that is so progressive and so positive in how it treats its employees and customers. The women employees at ICCR feel particularly strongly about Rachel’s leadership, and many of them use Rachel as a role model. It is not by accident that the majority (85%) of the people who work at ICCR are women. Her support for women’s concerns is evident in the type of drug studies the company selects to conduct and in her service to national committees on women’s health and research issues. Within ICCR, Rachel has designed an on-site day care program, flextime scheduling for mothers with young children, and a benefit package that gives full health coverage to part-time employees. At a time when most companies are searching for ways to include more women in decision making, ICCR has women in established leadership positions at all levels. Although Rachel has been extremely effective at ICCR, the success of the company has resulted in many changes that have affected Rachel’s leadership at the company. Rapid growth of ICCR has required that Rachel spend a great deal of time traveling throughout the country. Because of her excessive travel, Rachel has begun to feel distant from the day-to-day operations of ICCR. She has begun to feel as if she is losing her handle on what makes the company tick. For example, although she used to give weekly pep talks to supervisors, she finds that she now gives two formal presentations a year. Rachel also complains of feeling estranged from employees at the company. At a recent directors’ meeting, she expressed frustration that people no longer called her by her first name, and others did not even know who she was. Growth at ICCR has also demanded that more planning and decision making be delegated to department heads. This has been problematic for Rachel, particularly in the area of strategic planning. Rachel finds that the department heads are beginning to shift the focus of ICCR in a direction that contradicts her ideal model of what the company should be and what it is best at doing. Rachel built the company on the idea that ICCR would be a strong blend of credible science and cost-effective clinical trials, and she does not want to give up that model. The directors, on the other hand, would like to see ICCR become similar to a standard pharmaceutical company dedicated primarily to the research and development of new drugs. Questions 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?   You can pretend that you, as a business consultant, is writing these papers for your curious client. Please, do not forget to make references to your sources using APA format for references (only for references).

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Leadership: Theory and Practice

Student resources, learning objectives.

After studying this chapter, you should be able to:

• Describe transformational leadership
• Explain how transformational leadership works
• Discuss the strengths and criticisms of transformational leadership
• Recognize applications of transformational leadership

Chapter Outline

Description

Transformational Leadership Define

Transformational Leadership and Charisma

A Model of Transformational Leadership

Transformational Leadership Factors

Transactional Leadership Factors

Nonleadership Factor

Other Transformational Perspectives

Bennis and Nanus

Kouzes and Posner

How Does the Transformational Approach Work?

Application

Case Studies

Case 8.1 The Vision Failed

Case 8.2 An Exploration in Leadership

Case 8.3 Her Vision of a Model Research Center

Leadership Instrument

Her Vision of a Model Research Center

Her Vision of a Model Research Center Read a case study bellow and answer briefly to three questions: Questions 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?   Please, be concise!   Case 8.3 Her Vision of a Model Research Center Rachel Adams began as a researcher at a large pharmaceutical company. After several years of observing how clinical drug studies were conducted, she realized that there was a need and an opportunity for a research center not connected with a specific pharmaceutical company. In collaboration with other researchers, she launched a new company that was the first of its kind in the country. Within 5 years, Rachel had become president and CEO of the Independent Center for Clinical Research (ICCR). Under Rachel’s leadership, ICCR has grown to a company with revenues of $6 million and profits of $1 million. ICCR employs 100 full-time employees, most of whom are women. Rachel wants ICCR to continue its pattern of formidable growth. Her vision for the company is to make it a model research center that will blend credible science with efficient and cost-effective clinical trials. To that end, the company, which is situated in a large urban setting, maintains strong links to academia, industry, and the community. Rachel and her style have a great deal to do with the success of ICCR. She is a freethinker who is always open to new ideas, opportunities, and approaches. She is a positive person who enjoys the nuances of life, and she is not afraid to take risks. Her optimistic approach has had a significant influence on the company’s achievements and its organizational climate. People employed at ICCR claim they have never worked at a place that is so progressive and so positive in how it treats its employees and customers. The women employees at ICCR feel particularly strongly about Rachel’s leadership, and many of them use Rachel as a role model. It is not by accident that the majority (85%) of the people who work at ICCR are women. Her support for women’s concerns is evident in the type of drug studies the company selects to conduct and in her service to national committees on women’s health and research issues. Within ICCR, Rachel has designed an on-site day care program, flextime scheduling for mothers with young children, and a benefit package that gives full health coverage to part-time employees. At a time when most companies are searching for ways to include more women in decision making, ICCR has women in established leadership positions at all levels. Although Rachel has been extremely effective at ICCR, the success of the company has resulted in many changes that have affected Rachel’s leadership at the company. Rapid growth of ICCR has required that Rachel spend a great deal of time traveling throughout the country. Because of her excessive travel, Rachel has begun to feel distant from the day-to-day operations of ICCR. She has begun to feel as if she is losing her handle on what makes the company tick. For example, although she used to give weekly pep talks to supervisors, she finds that she now gives two formal presentations a year. Rachel also complains of feeling estranged from employees at the company. At a recent directors’ meeting, she expressed frustration that people no longer called her by her first name, and others did not even know who she was. Growth at ICCR has also demanded that more planning and decision making be delegated to department heads. This has been problematic for Rachel, particularly in the area of strategic planning. Rachel finds that the department heads are beginning to shift the focus of ICCR in a direction that contradicts her ideal model of what the company should be and what it is best at doing. Rachel built the company on the idea that ICCR would be a strong blend of credible science and cost-effective clinical trials, and she does not want to give up that model. The directors, on the other hand, would like to see ICCR become similar to a standard pharmaceutical company dedicated primarily to the research and development of new drugs. Questions 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?   You can pretend that you, as a business consultant, is writing these papers for your curious client. Please, do not forget to make references to your sources using APA format for references (only for references).

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Cumberland University Transformational Leadership Case Study Questions

User Generated

Business Finance

Cumberland University

Description

Team 4 – Case Study 8.3 – Transformational Leadership

Her Vision of the Model Research Center

Rachel Adams began as a researcher at a large pharmaceutical company. After several years of observing how clinical drug studies were conducted, she realized that there was a need and an opportunity for a research center not connected with a specific pharmaceutical company. 

In collaboration with other researchers, she launched a new company that was the first of its kind in the country. Within five years, Rachel had become president and CEO of the Independent Center for Clinical Research (ICCR). Under Rachel's leadership, ICCR has grown to a company with revenues of $6 million and profits of $1 million. ICC our employees 100 full-time employees, most of whom are women.

Rachel wants ICCR to continue its pattern of formidable growth. Her vision for the company is to make it a model research center that will blend credible science with efficient and cost-effective clinical trials. To that end, the company, which is situated in a large urban setting, maintains strong links to academia, industry, and the community.

Rachel and her style have a great deal to do with the success of ICCR. She is a free thinker who is always open to new ideas, opportunities, and approaches. She is a positive person who enjoys the nuances of life, and she is not afraid to take risks. Her optimistic approach has had a significant influence on the company's achievements and its organizational climate. People employed at ICCR claim they never worked at a place that is so progressive and so positive in how it treats its employees and customers. The women employees at ICCR feel particularly strong about Rachel's leadership, and many of them use Rachel as a role model. It is not by accident that the majority (85%) of the people who work at ICCR are women. Her support for women's concerns is evidenced in the type of drug studies the company selects to conduct and in our service to national committees on Women's Health and research issues. With ICCR , Rachel has designed an on-site daycare program, flexible scheduling for mothers with young children, and the benefit package that gives health coverage full health coverage to part time employees.

At the time when for most companies are searching for ways to include more women in decision making, ICCR has women in established leadership positions at all levels. Although Rachel has been extremely effective at ICCR, the success of the company has resulted in many changes that have affected Rachel's leadership at the company. The rapid growth of ICCR has required that Rachel spend a great deal of time traveling throughout the country. Because of her excessive travel, Rachel has begun to feel distant from the day-to-day operations at ICCR. She has started to feel as if she is losing her handle on what makes the company tick. For example, although she used to give weekly pep talks to supervisors, she finds that she now gives two formal presentations a year. Rachel also complained of feeling estranged from employees at the company. At the recent director's meeting, she expressed frustration that people no longer called her by her first name, and others did not even know who she was.

Growth at ICCR has also demanded that more planning in decision-making be delegated to department heads. This has been problematic for Rachel, particularly in the area of strategic planning period Rachel finds that the department has the beginning to shift the focus of ICCR in a direction that contradicts her ideal model of what the company should be and what it is best at doing. Rachel built the company on the idea that ICCR would be a strong blend of credible science and cost-effective clinical trials, and she does not want to give up that model. On the other hand, the directors would like to see ICCR become similar to a standard pharmaceutical company dedicated primarily to the research and development of new drugs.

• What is it about Rachel's leadership that clearly suggests that she is engaged in transformational leadership? 
• In what ways has the growth of ICCR had an impact on Rachel's leadership?
• Given the problems Rachel is confronting due to the company's growth, what should she do to re-establish herself as a transformational leader at ICCR?
• How does transformational leadership work in an online environment?
• Do men and women display charisma in the same way?
• How long do charismatic effects last? Can a person be a charismatic leader for life?
• Can a person be a charismatic leader even after he/she dies?
• What is the role of followers in the transformational leadership approach?

Explanation & Answer

View attached explanation and answer. Let me know if you have any questions. 1 Team 4: Case Study 8.3 – Transformational Leadership Student’s Name Institutional Affiliation 2 Team 4 – Case Study 8.3 – Transformational Leadership 1. A transformational leader is one that engage their followers in key decision making and helps them improve their productivity by helping them identify their weak areas. They also support innovation, and teamwork, and reward success. Rachel focused on women in her studies, concerned with researching cost-effective clinical trial drugs rather than profit-generating ones, and helped 85% of the women in accomplishing their tasks. These are the features that indicate Rachel is a transformational leader. 2. Some of the ways that the growth of ICCR affected Rachel’s leadership is through her reduced interactions with the followers. Previously, she would spend lots of time with them, motivating them, and helping them work on their weak points to increase their performance. However, as the company grew, she focused more of her attention away from the subordinates. 3. One of the problems is reduced time to interact with the subordinates. As a solution, Rachel could consider distributing her work to her team or hire some professionals in case her team members lack the required professionalism. Another problem is deciding on the Board of Directors proposal that the company adopt another company’s model, different to the foundation of ICCR. To that, Rachel could ...

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Read the case study her vision of a model research center. You are to write an essay narrative that must include the following questions.

Read the case study “her vision of a model research center”. you are to write an essay narrative that must include the following questions. • what is it about rachel’s leadership that clearly suggests that she is engaged in transformational leadership • in what ways has the growth of iccr had an impact on rachel’s leadership • 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, step by step solution.

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