The purpose of this qualitative single case study is to understand the perceptions of a "hot group" termed by Lipman-Blumen and Leavitt that existed at a state public institution of higher education established to serve adult learners. Additionally, this research shows what can be learned about the organizational culture needed for hot groups to emerge and what leaders can do to create the conditions conducive to the emergence of hot groups. This research is guided by three questions: How did the team at Thomas Edison State University, who created one of the nation's first distance education initiatives in the late 1980s early 1990s, demonstrate characteristics of a hot group as defined by Lipman-Blumen and Leavitt? What were the attributes of the leadership and followership culture at Thomas Edison State University that allowed for the emergence of the hot group? How did the "patron leader" facilitate the organizational culture conducive to the emergence of hot groups? Through purposive sampling, five members of a "hot group" who currently work or formerly worked at Thomas Edison State University, were interviewed using a semi-structured interview process. Inductive analysis of the data occurred, with common themes emerging through open coding. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]