The purpose of this study was to explore the leadership practice of "enabling others to act" as defined by Kouzes and Posner. Data collected using the Leadership Practices Inventory (LPI) and assembled by James Kouzes and Barry Posner has consistently shown a significant difference between the leader scores on the LPI "self" and the subordinates scores on the LPI "observer". This study was designed to explore possible causes of this significant difference;A multiple case study with embedded unit analysis was selected as the research methodology. Three sites were selected from departments or centers located within Colleges of Agriculture at Land Grant Universities from the midwest with strong leadership reputations. The data were collected by the primary researcher in a single entire day visit to each site composed of an introductory meeting, individual interviews, and general observation of the department or center. All data were analyzed upon return from the site. Three leaders and 21 subordinates were involved in this study. The embedded unit of the study was the appropriate LPI instrument;Results from the study were very supportive of both the transformational theories of leadership and Kouzes and Posner's leadership practices. This support was drawn from the detailed discussions of the individuals within the study. The study failed to reproduce the significant difference between "self" and "observer" commonly found in the leadership practice "enabling others to act" with the LPI. When analyzed the demographic data and embedded unit showed no consistent correlation. The study, individually using explanation building analysis and multiplicatively using analytical pattern building analysis, failed to generate any clearly identifiable relationships. An association between leader expectations and the subordinates perception of their ability to act was discovered: however, no clear relationship emerged;The case study research methodology was found to be appropriate and efficient at studying the phenomenon known as leadership. Leadership was defined as the ability to cause action in a group or individual to pursue a unified direction, purpose, or goal. The study concluded by suggesting that researchers continue the study of leadership until the intricate details of this phenomenon are understood.