Lauren Goworowski and Lauren Snow

Foundations of Leadership Studies

Elon University
Spring 2013
The Definition of Teamwork:
The Ronald McDonald House Charities
The Ronald McDonald House Charities (RMHC) are becoming just as recognizable as
the olden !rches of McDonalds" #irst o$ened in %hiladel$hia on &ct" '() '*+,) the Ronald
McDonald Houses are a refuge for families unable to afford hotel costs when their children are
recei-ing medical treatments in a hos$ital" The naming of the house came about when one of
McDonalds. e/ecuti-es suggested the house be named after their clown0mascot) Ronald
McDonald (Metzler) $g '12)" He suggested that the children would be able to identif3 with him
in a fun and ha$$3 wa3) essentiall3 distracting them from their medical $roblems" Thousands of
-olunteers act as the in-isible su$$ort behind the outstretched arms of Ronald McDonald" !n
iconic s3mbol of the McDonalds franchise) Ronald welcomes families in their greatest time of
need at 422 houses s$anning the globe) offering a total +)411 bedrooms to the families of the
children with serious illnesses" !ccording to 5orth Magazine) Ronald McDonald House
Charities was named one of !merica.s to$ '11 charities in both 411' and 4114 (Ronald
McDonald House Charities)"
&-er the $ast thirt30fi-e 3ears) this organization has demonstrated how goals can
transform into -isions as leaders emerge to mo-e forward towards those goals" Ronald
McDonald House Charities (RMHC) -ision is that if 3ou are able to change a child.s life 6 73ou
not onl3 change the child but also 3ou change the famil3.s) which can change a communit3) and
ultimatel3 change the world8 (Ronald McDonald House Charities)" 9-er3 great charit3 starts
with an em$owering cause) a need for su$$orters) a dream and the brain$ower to make it a
realit3" Trul3 a uni:ue -ision) the Ronald McDonald House Charities took an entire team.s
brain$ower to accom$lish"
;t all started in '*+< when #red Hill) of the %hiladel$hia 9agles) and his wife #ran were
kee$ing -igil b3 =im) their <03ear0old daughter.s bedside at the old Children.s Hos$ital in
%hiladel$hia" &n the da3 his daughter was diagnosed with >eukemia) =im.s doctor (Dr" 9-ans))
9agles teammates and $ublicist) ?im Murra3) rallied together to su$$ort the Hill famil3" Their
combined efforts ga-e wa3 to the 79agles #l3 for >eukemia $hilanthro$ic $rogram8" ;t was then
>eonard Tose) 9agles owner) who utilized the 9agles #l3 for >eukemia $hilanthro$ic earnings
to financiall3 back the Ronald McDonald House Charities" Trul3 a team effort) dri-en b3 #red.s
struggles with his daughter.s sickness) the ke3 $la3ers. e/traordinar3 -ision ga-e wa3 to one of
the most well known charities toda3: The Ronald McDonald House Charities (Ronald
McDonald House Charities)"
The Hill #amil3 e/$erienced se-eral struggles throughout their daughter.s difficult
battle with cancer" During =im@s three 3ears of treatment) #red and his wife #ran often
cam$ed out on hos$ital chairs and benches and ate makeshift meals out of -ending machines
(Ronald McDonald House Charities)" The Hills watched other $arents around them doing the
same thing" The3 learned that man3 of the families had tra-eled great distances to bring their
children to the medical facilit3) but could not afford hotel rooms" ;n order for #red Hill to
become a good leader and role model for his daughter and the other families) he needed to
effecti-el3 communicate his im$ortant -ision for change" He successfull3 created a mental
model of an ideal future state that offered a $icture of what struggling families li-es could be"
His -ision of better care and housing for financiall3 struggling families $ro-ided $eo$le with
meaning and $ur$ose (Aorthouse) $g '1*)"
The3 began to think that there had to be a wa3 to hel$ the other families and brought
their idea u$ with =im.s doctor) Dr" !udre3 9-ans" Together) #red Hill.s dream of $ro-iding a
su$$orti-e $lace for families in financial need to sta3 then became the ultimate goal of Dr"
9-ans as well" During Dr" 9-an.s 3ears of $ediatric oncolog3) she too identified a tremendous
need for famil3 su$$ort" This came to her attention after witnessing countless indi-iduals
tra-el great distances for the sake of their children) but could not afford hotel rooms (Aational
5ilms Tumor Btud3)" Dr" 9-ans and the Hill.s goal then transformed into a -ision of
financiall3 su$$orting struggling families b3 $ro-iding a $lace for them to sta3" That -ision
then took off and what began as one famil3@s misfortune) soon became good fortune for
millions of families worldwide"
Dr" 9-ans and the Hill.s rallied su$$ort from teammates and shortl3 thereafter) ?im
Murra3) %hiladel$hia 9agles %ublicit3 official at the time) became another im$ortant member
of their team" 5hen ?im heard from the Hills about the other struggling families) slee$ing in
chairs and eating out of -ending machines) his heart ached" ?im Murra3 recalls Dr" 9-ans
telling him in '*+< that +(C $ercent of cou$les end u$ in di-orce from the stress of a seriousl3
ill child (Miller)" The critical need for famil3 su$$ort was a$$arent from Dr" 9-ans research"
5ith this newfound information) Dr" 9-ans then communicated her larger -ision to ?im) 75hat
; reall3 need is aD8 she saidE he re$lied: 7Aow 3ou need a house8 (Miller)" 5ith that being
said) the figurati-e blue$rint for the charit3 began to take sha$e" ;n addition) because Dr" 9-ans
understood the need for famil3 su$$ort) she then $ut her indelible stam$ on the da30to0da3
o$eration of the future house" Bhe strongl3 ad-ocated for $rofessional social workers to be on
staff at the house with the abilit3 to hel$ families with financial concerns and emotional needs
(Miller)" Dr" 9-ans was relationshi$ oriented in that she held her ground when it came to the
critical need for emotional su$$ort for families undergoing hardshi$s with sick children" Her
research concluded that without this su$$ort) those families are more susce$tible to failing as
the burden becomes too much for them to handle" The addition of social workers to Ronald
McDonald Houses is a ke3 e/am$le of Dr" 9-ans using her relationshi$0oriented leadershi$
st3le in an attem$t to kee$ families together (Aorthouse) $g +'0+<)"
?im Murra3.s first lo-e has alwa3s been children" 5hen #red Hill came to Murra3 for
hel$) he knew #red needed su$$ort from his football team to hel$ fight the disease before it got
the chance to take his daughter.s life" Murra3.s emotional intelligence emerged as one of his
strongest leadershi$ skills throughout his efforts in creating the RMHC" 9motional intelligence
is defined as) 7a $erson.s abilit3 to understand his or her own and others. emotions) and then to
a$$l3 this understanding to life.s tasks8 (Aorthouse) $g *')" ;n other words) Murra3 had the
uni:ue abilit3 to understand and inter$ret the Hill.s emotional battle with their daughter to
facilitate his thinking" Murra3 was an effecti-e leader as a founder of the RMHC because he
knew how to read other.s emotions and res$ond a$$ro$riatel3 b3 acting on those wants and
needs"
!t first) Murra3 staged fashion shows) ran radio0a0thons) collected mone3 from fans at
the games) and e-en held a F')111 $er $erson gala (Metzler) $g''<)" !lthough his tremendous
efforts gained man3 su$$orters and donations) Murra3 knew he could do more" Through his
e/$eriences in the foundation his intelligence grew which hel$ed him become a better leader"
5ith this gained intelligence) he became more aware of what was going on around him) and
better understood the job that needed to be done (Aorthouse) $g 42)" Murra3 soon realized that
sa-ing 3oung =im.s life was his job and main $riorit3: 7G; $ra3ed about it). Murra3
remembered" G;t just came to me to call Don Tuckerman) the local McDonald.s !d-ertising
!gent) a ?ewish friend of mine who was in ad-ertising.8 (Metzler) $g '',)" !s the luck of the
;rish would ha-e it) Tuckerman said the ne/t $romotion McDonald.s was offering were
Bhamrock Bhakes to celebrate the holida3" !fter getting off the $hone with Tuckerman) Murra3
called the local McDonalds and asked if the3 would donate a $ercentage of the $rofits from
their Bhamrock Bhake towards =im.s fundraising" The ne/t da3) McDonald.s called and offered
to donate all of the $roceeds from the sale of the shakes to fund the house Dr" 9-ans needed for
her $atients. families" The e/citing news moti-ated Murra3 to $ublicize the shake to the best of
his abilit3" ;t came to mind to utilize the %hiladel$hia 9agles in his :uest for effecti-e $ublicit3
because the green and white Bt" %atrick.s Da3 colors were those of the 9agle.s team colors"
Bhortl3 thereafter) the 9agles :uarterback) Roman abriel) $romoted the milkshake"
Tuckerman) Murra3) and abriel.s effecti-e outreach gained enough su$$ort that McDonald.s
first donation towards the $urchase of a house totaled more than F'4()111 (Metzler) $g '',)"
?im Murra3.s efforts in utilizing the Bhamrock Bhake to ad-ertise for the Ronald
McDonald House Charities moti-ated other families with hos$italized children" #or e/am$le)
Charles Marino of Chicago -isited Murra3 when his daughter had been diagnosed with leukemia"
! team effort b3 Murra3) the Marinos) $arents of se-eral other Chicago area children facing
serious illnesses) and McDonald.s dealers from the Chicago region sat down with re$resentati-es
of the A#>.s Chicago Hears" The3 then came u$ with the idea of recreating the Bhamrock Bhake
(Metzler) $g ''()" Together the3 came u$ with creation of the 7&range Crush8 milkshake for the
Hears" Together their dedication effecti-el3 raised one million dollars to transform a former
con-ent into the Chicago Ronald McDonald House"
Trul3 a team effort) the unsto$$able :uartet of #red Hill) Dr" !udre3 9-ans) >eonard Tose
and ?im Murra3 accom$lished far more together than the3 would ha-e on their own" !lthough
the3 were the founders of the first Ronald McDonald House) it is of the utmost im$ortance to
mention McDonald.s Regional Iice %resident) 9d Rensi.s e/traordinar3 efforts with the charit3"
Rensi added to the team as a critical $la3erE he $ersonall3 guaranteed the mortgage for the first
Ronald McDonald House" Bur$risingl3 enough) Rensi doesn.t take an3 credit for the charit3"
;nstead he sa3s) 7;.m not onl3 $roud of the role ; $la3ed in the com$an3.s success but also
grateful to ha-e realized that 3ou can.t do an3thing without $eo$le) without teamwork8 (#acella
and enn) $g -iii)" Rensi was an instrumental leader in the de-elo$ment of the first Ronald
McDonald House because he had integrit3" 5hile still a team effort) he was an effecti-e leader
who was o$en with others and re$resented realit3 as full3 and com$letel3 as $ossible
(Aorthouse) $g <4)" Rensi.s $romise to financiall3 su$$ort the first house was the realit3" 5ithout
:uestion) the :uartet team grew to the $owerhouse :uintet" 9d Rensi commented on his $ersonal
in-ol-ement in establishing the first Ronald McDonald House in %hiladel$hia: 7; didn.t do the
Ronald McDonald House because ; thought it was good for me" ; did it because m3 heart cried
for #red and #ran Hill" M3 heart cried for them because their bab3) their little three03ear0old girl)
had leukemia and the3 didn.t know what to do" !nd ; had some great $eo$le around me who
said) 75e can make this work). and ; said) G&ka3) let.s make it work.8 (#acella and enn) $g
-iii)"
Defining teamwork) Rensi said) 7Jou cannot function as a highl3 successful organization
without maintaining relationshi$s8 (>awrence) $g 4K)" The leadershi$ st3le dis$la3ed in the
Ronald McDonald House.s launch $ro-ed to be a team effortE due to the magnitude of the
organization.s goals) relationshi$s were critical in order to maintain order and efficienc3" The
teamwork the3 established demonstrated a strong sense of cohesi-eness" Aorthouse defines
cohesi-eness as a 7strong sense of 7we0nessE8 the cement that holds a grou$ together) or the
es$rit de cor$s that e/ists within a grou$8 ($g 4(<)" Their strong sense of we0ness acted as the
moti-ating force $ushing the RMHC into thri-ing e/istence" Together) their collaborati-e
leadershi$ st3les effecti-el3 established a team atmos$here) which maintained asserti-eness and
coo$eration" #or e/am$le) ?im Murra3.s strongest leadershi$ skill was his emotional intelligence"
5ith that being said) he was able to use his abilit3 to read other.s emotions and asserti-e himself
a$$ro$riatel3) without ste$$ing on an3 of his teammates toes" !s a collaborati-e team) Murra3
was able to assert his ideas in the grou$s decision making $rocess) while attenti-el3 attending to
his teammates concerns while not sacrificing or su$$ressing his own (Aorthouse) $g 4(4)"
The cohesi-eness and collaboration the RMHC team established together is reminiscent of
the cohesi-eness and collaboration in the $artici$ants of the Montgomer3 Hus Ho3cotts" The
strategic and cohesi-e nature of the demonstration brought attention to man3 of the great black
leaders of the ci-il rights mo-ement including Dr" Martin >uther =ing ?r" (M>=)" Together) Dr"
=ing and his fellow leaders utilized the moment) $ro-oked b3 Rosa %arks. refusal to gi-e u$ her
bus seat to the white $atrons) as a moment of o$$ortunit3" The unbearable treatment the blacks
suffered in the south $ro-oked Mrs" %ark.s to take a stand) which then began a chain of e-ents
that cata$ulted a wides$read reaction among blacks in the communit3" Hut) the most distincti-e
characteristic of the Montgomer3 bus bo3cotts was the unit3 it ignited between !frican
!mericans of the era" ! $arallel can be drawn between RMHC and the leadershi$ dis$la3ed in
the Montgomer3 Hus Ho3cotts) during the mid '*(1.s" Rosa %arks acts as =im Hill) the character
in distress" 9D Ai/on identified the $roblem) as did #red Hill) and Ai/on brought in Martin
>uther =ing ?r" to be the leader of the bo3cott mo-ement to make a difference" #red Hill brought
in Dr" 9-ans) who in turn brought in ?im Murra3) etc" M>= also utilized the leadershi$ of Ral$h
!bernath3) who also ser-ed as a ke3 $la3er) and together the grou$ organized the mo-ement in
!labama against the $ublic trans$ortation s3stem to end segregation in buses (Cozzens)" 5hen
looking to establish an organization) and allow that organization to then grow) it trul3 7takes a
-illage8 to create a lasting im$act" &ne $erson can contribute an im$ortant idea) but to $ut that
idea into action in a large scale effort takes more $ower than one $erson can $ro-ide" To s$read
the word) and bring in outside sources) multi$le leaders need to ste$ u$ to bring to the table what
the3 ha-e to offer"
>eonard Tose) the %hiladel$hia 9agles owner) officiall3 recognized 9agles #l3 for
>eukemia as the official $hilanthro$3 of the %hiladel$hia 9agles #ootball Club in emotional
su$$ort of friend and $la3er) #red Hill" &-er the last <1 3ears) 9agles #l3 for >eukemia has
raised o-er F'1 million towards $ediatric cancer research and #amil3 Bu$$ort" ;n '**') 9agles
#l3 for >eukemia soared higher) and established themsel-es as a freestanding non0$rofit
organization) outside of the %hiladel$hia 9agles #ootball Club" Howe-er) the s$irit remains) as
the team continues to su$$ort and encourage 9agles #l3 for >eukemia initiati-es (9agles #l3 for
>eukemia)" The mone3 raised b3 Tose.s 9agles #l3 for >eukemia financiall3 hel$ed to back
RMHC" !s a leader) Tose dis$la3ed determination when he was $ushing for 9agles #l3 for
>eukemia" He suggested se-eral different fundraisers in which the 9agles could $artici$ate and
9agles #l3 soared e-en higher) making e-en more mone3 for cancer research"
5hen an organization grows so :uickl3) it is nearl3 im$ossible for it to not e/$erience
some turbulence" 5ith success there comes obstacles) and in Tose.s case) this is e/actl3 what
occurred" 9-en the best of leaders can ha-e serious flaws that lead to their downfall" Mr" Tose
was) b3 his admission) a com$ulsi-e gambler and an alcoholic) with a lifest3le others called
7flambo3ant8 and he called 7comfortable"8 He and the fourth of his fi-e wi-es had matching
Rolls0Ro3ces" @@; ha-e a limousine)@@ he once said" @@;t@s eight 3ears old) and it@s got <11)111 miles
on it" ; mo-e around b3 helico$ter sometimes because it@s :uicker" ; like to go to !ca$ulco on
-acations" To me) that@s not flambo3ant@@ (>itsk3)" To a common human being) there ma3 be
disagreement" H3 '*2() he lost his ownershi$ of the 9agles and his trucking $eriod" ! decade
later) he lost his mansion in the e/clusi-e Main >ine suburbs) his limousine) and helico$ter"
5hen >eonard Tose had mone3) he had friends" 5hen he lost his mone3) man3 friends went with
it" Tose fell back into his bad habits time and time again) and as a result) his fortune continued to
decline) and along with it) his moti-ation to succeed" ;n the end he lost e-er3thing (>itsk3)"
>eonard Tose.s obsessi-e gambling addiction was a serious flaw" ;t would be reasonable to
:uestion his moti-ations as a leader) when considering his dangerous addiction" Tose has
inherentl3 been a grandiose man his whole life) but his gambling addiction started to become a
$roblem for him in the later 3ears of his life" Does his $ersonal $roblem take awa3 his credibilit3
as a founder and leader of RMHCL 5ould someone with this $roblem take it so far as to steal or
gamble awa3 mone3 from this organizationL Regardless of Tose.s flaw) the RMHC was still able
to form) and his gambling addiction did not negati-el3 im$act the founding of the charit3" Tose
dis$la3ed leadershi$ characteristics that were admirable such as his determination to accom$lish
his -ision of the charit3" Ae-ertheless) he was instrumental in founding this charit3 because he
had the mone3 to su$$ort #red Hill) a friend who he wanted to hel$"
The teamwork between the Hill #amil3) Dr" 9-ans) ?im Murra3) 9d Rensi) and >eonard Tose
successfull3 accom$lished their -ision" Together) the3 were able to hel$ finance the needs of the
struggling families) whose children recei-ed medical treatment) b3 establishing the Ronald
McDonald House Charities" Habe Ruth once said) 7The wa3 a team $la3s as a whole determines
its success" Jou ma3 ha-e the greatest bunch of indi-idual stars in the world) but if the3 don.t
$la3 together) the club won.t be worth a dime"8 ;n other words) each indi-idual uni:uel3
$ortra3ed leadershi$ characteristics that contributed in the charities foundation" Howe-er) it was
the combined efforts of their characteristics that successfull3 created the foundation that thri-es
in e/istence toda3"
Teamwork and collaboration were critical to achie-e the foundations for the Ronald
McDonald House Charities" Commonl3 mis$ercei-ed as one man.s -ision) the RMHC was
actuall3 a collaborati-e team effort made u$ of $assionate) moti-ated indi-iduals" 9ach $erson
$ossessed im$ortant characteristics of a good leader" #red Hill came u$ with the idea to $ro-ide a
$lace to sta3 for families struggling financiall3E Dr" 9-ans collaborated with #red on the creation
of a house b3 em$hasizing the im$ortance of emotional su$$ort for those familiesE ?im Murra3
utilized the shamrock shake to ad-ertise for the houseE 9d Rensi co-ered the mortgage while
>eonard Tose financiall3 backed the charit3" Bometimes the best wa3 to accom$lish a world0
class -ision is to combine great $eo$le who com$lement one another with their different
ca$abilities and strengths" Trul3 a team effort) coming together with a $owerful -ision for change
was the beginning" Bta3ing together during the foundation.s creation was the $rocess" 5orking
$assionatel3 together to create the Ronald McDonald House Charities was the success"
!nnotated Hibliogra$h3
Cozzens) >isa" MThe Montgomer3 Hus Ho3cott"M Ci-il Rights Mo-ement '*((0'*K(: 5atson"org)
'**+" 5eb" 1( Ma3 41'<"
This source $ro-ided a refresher on the Montgomer3 Hus Ho3cotts) and the Ci-il Rights
Mo-ement" ;t listed all of the ke3 $la3ers in-ol-ed) and how the bo3cotts were organized"
;t was then $ossible to relate the leadershi$ during the bo3cotts to the leadershi$ in
RMHC"
9agles #l3 for >eukemia" M9agles #l3 for >eukemia 0 !bout Ns O Histor3"M 9agles #l3 for
>eukemia 0 !bout Ns O Histor3" 9agles #l3 for >eukemia) 41''" 5eb" 1( Ma3 41'<"
This source $ro-ided background on the $rogram that >eonard Tose recognized as the
9agle.s official $hilanthro$3 in su$$ort of #red Hill" This further hel$ed to e/$lain the
fundraising of the RMHC) and how the mone3 came about for the creation for the first
house"
#acella) %aul) and !dina enn" Everything I Know About Business I learned at McDonald's: The
7 Leadershi !rinciles that Drive Brea" #ut $uccess" A"$": Mcraw Hill %rofessional)
4112" %rint"
This source $ro-ided $owerful lessons for managers) e/ecuti-es) and entre$reneurs in all
industries on leadershi$) $eo$le de-elo$ment) and teamwork" 5ith this source)
the leadershi$ and teamwork in-ol-ed within the RMHC became much clearer
and defined"
>awrence) R"R" A%erica: The &ace o' (oe" Hloomington: !uthor House) 411," %rint"
This source hel$ed $ro-ide the background information for the Ronald McDonald House
Charities" ;t stated each leader within the $rocess which ser-ed to be -er3 hel$ful
narrowing down the teammates names in-ol-ed with the foundations creation"
>itsk3) #rank" M>eonard Tose) 22) ;s DeadE &wned %hiladel$hia 9agles"M The Aew Jork Times"
The Aew Jork Times) 'K !$r" 411<" 5eb" 1( Ma3 41'<"
This source $ro-ed useful because it discussed the lifest3le of >eonard Tose) 9agle.s
owner" ;t e/$lained his rise and fall) and aided in fuelling understanding who >eonard
Tose was" This source included Tose.s accom$lishments) as well as his flaws) so it was an
unbiased source"
Metzler) Harbara R" %assionaries: Turning Com$assion ;nto !ction" 5est Conshohocken:
Tem$leton #oundation %ress) 411K" %rint"
This source $ro-ed to be the most hel$ful with ?im Murra3@s information" ;t $ro-ided
useful information in regards to his $assionate $ersonalit3 and in-ol-ement with the
Ronald McDonald House charities" The de$th from this source was e/tremel3 beneficial
when a$$l3ing his leadershi$ to Aorthouse and the Montgomer3 Hus Ho3cotts"
Miller) ?ud3" MThe Ronald McDonald Houses: MMcMiracleM Hegun in %hill3 ;s Aow 422 Btrong"M
9nc3clo$edia Hritannica &nline" 9nc3clo$edia Hritannica) '* &ct" 411*" 5eb" 1( Ma3
41'<"
This source $ro-ided an o-er-iew of the formation of the first Ronald McDonald House
in %hiladel$hia) as well as -aluable insight into each ke3 $la3er.s contribution to the
effort" There was information regarding Dr" 9-ans including where she did her research)
and what she concluded in the end of her time stud3ing) and how that contributed to the
role she $la3ed in RMHC" This source also discussed the ongoing effect of RMHC and
the accom$lishments of the $ast few 3ears"
Aational 5ilms Tumor Btud3" M!udre3 9-ans) MD"M !udre3 9-ans) MD" #red Hutchinson
Cancer Research Center) n"d" 5eb" 1( Ma3 41'<"
This source $ro-ed useful in e/$laining the role Dr" 9-ans $la3ed in the first Ronald
McDonald House) as well as her ongoing $ediatric cancer research" This source -erified
her credentials as well" This source also ga-e some background of Dr" 9-ans earlier
career) which $ro-ed to be interesting"
Aorthouse) %eter " Introduction to Leadershi: )oncets and !ractices" Thousand &aks: B!9
%ublications) ;nc") 41'4" %rint"
This source $ro-ided all the Aorthouse information within the case stud3E the definitions
for e-er3 leadershi$ characteristic $ortra3ed in each -isionar3 leader in-ol-ed in the
RMHC as well as the conce$ts for teamwork"
Ronald McDonald House Charities" MRonald McDonald House Charities"M &ur Histor3"
McDonald@s Cor$oration) 41'<" 5eb" 1( Ma3 41'<"
This source $ro-ided a general o-er-iew of the creation of the Ronald McDonald Houses)
as well as the stor3 of how the first house came about) including #red Hill.s struggle" This
source also included the -ision of RMHC) and other -aluable information directl3 from
the charit3"