Transformational Leadership

This is a case study of St. John’s University for the period 1989 – 2005 during which leaders made a strategic decision to adopt a residence life strategy after 127 years of serving a local market. The author finds that the change at St. John’s was driven by the interaction of several factors: a new leadership team, a collegial planning process grounded in data analysis, and an ongoing debate about the university’s mission in a contemporary setting. The results of the change have been positive. Student demand and quality were increased. Academic quality was enhanced and the financial position of the university was improved. Leaders can apply these lessons by engaging in an ongoing discussion of mission, prioritizing mission elements, and implementing business strategies that are based on data and assessment. While leaders impact culture in many ways, their interpretation of mission is central.