This case study was based on methodological triangulation, blending primary data from qualitative interviews with the protagonist, with secondary data including a literature review and content analysis of organizational documents, industry reports and financial records.
This case explores the leadership journey of Dr Tawfik, who assumed the role of chairperson at a prominent health-care institution following the death of her husband, the hospital’s founder. Faced with operational inefficiencies, financial pressures and cultural resistance, Dr Tawfik led a transformative restructuring effort to safeguard the hospital’s legacy. As the institution stabilized, she faced a critical decision: sell the hospital, bring in an investor or entrust the internal team to carry the vision forward. The case highlights strategic dilemmas, application of transformational leadership and navigating change while balancing legacy, vision and impact in a high-stakes health-care environment.
This case is designed for undergraduate and postgraduate students in courses related to entrepreneurship, leadership, health-care management and strategic decision-making. It is particularly suited for modules addressing topics such as transformational leadership, change management, emotional intelligence in management and succession planning in founder-led institutions.
