This paper presents a case narrative of a university dean who is charged with instituting change within her faculty in order to resolve the faculty's financial issues. The case narrative explores academic conceptualizations of entrepreneurship and describes the dean's context in terms of: her executive leadership team, the financial issues she was facing, the financial contentions in instituting change, legal complexities, programmatic and marketing dimensions, poor academic cultures, and work intensification implications. The teaching notes present five leadership development activities that span these issues and encourage students to engage in a brainstorming, a mind-mapping, a placemat, a jigsaw, and a leadership reflection activities.