Research Paper on:
Harvard Case Study : Suzanne de Passe

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a transformational leader with supporting justification. 1. Transformational leaders have a vision, a direction, a view of the future and they are then able to communicate and sell that  vision (ChangingMinds.org, 2004). De Passe even had a vision when she first approached Gordy, founder of Motown at a party. That vision was booking agents should be able to contract  Motowns artists easily. That interaction in 1968 led to Gordy hiring the 21-year-old de Passe. De Passe described her leadership style as "participatory, friendly and inspirational" (Elias, 1986, p. 20).  When de Passe was appointed president of Motowns productions, her vision was that Motown could make the same kind of impact in movies as it had in music. As  Motown Productions grew, de Passe continued to be very selective when hiring other executives. They had to fit into the family. De Passe planned for the long-term and that included  building long-term relationships with staff members. Another part of her vision was quality, the company would always produce quality products. 2. The transformational leader has both vision and passion and  can inspire employees and associates. de Passe gathered three talented and capable women already working at Motown to become voce-presidents for Motown Productions. This was a cross-functional team that  shared responsibilities and were involved in every project together. They were also caring of each other. Giving employees autonomy, involving them equally in decision making, developing an open communication process  all lead to a safe environment and productivity. De Passes participatory and caring leadership style inspired her staff to work towards the vision. Gamesmanship, which was present in all teams  in show business was not a factor at Motown Productions. Comments from new executives support this description: "Suzanne is the reason I am here. . . . is straightforward and