This article focuses on how a leader changes a organization, and uses the Weberian model of charisma and routinization as a framework. Weber was concerned not only to explain leadership’s role in radical social change, but also the mechanism through which that change was institutionalized. Organizational change involves more than a set of extraordinary characteristics of a leader. It involves a social process that is the product of the complex interactions of the leader, the followers, the situations. And it must be backed up by routinization of charisma.This article uses qualitative data to describe and analyze how the leadership of Duchill Soh mad possible the transformation of the HTG. The HEG case shows that organizational change needed a situation of crisis, the exceptional qualities of the leader, a radical vision, a set of followers attracted to the exceptional leader and radical vision and validation by success. The vision was achieved through a variety of well-structured mechanism and adminstration, and cultural forms. And they incorporated the charismatic vision into the traditions of the organization.But the routinization of charisma was imperfectly fulfilled. He headed HEG for a relatively brief time. Nevertheless, this case is useful in identifying the leader’s role in initiating and implementing organizational change. Radical change throughout the organization requires direct leader involvement in all aspects of the change.