In a day when governments, judicial systems, businesses, and religious and social organizations are increasingly faced with such issues as population growth, crime, political correctness, and economic and environmental instability there is a correspondingly increased demand for able, responsible and inspired leaders. Though prominent historical figures took their stand in an era much different from our own, they faced many problems which share a common root with those of any age. A closer look at such individuals not only illuminates the strengths and weaknesses of their characters but offers valuable insights regarding the nature of their failures and successes. It also provides an example or standard from which to measure present and prospective leaders. The purpose of this study is to take such a look at John McLoughlin, who served as chief factor for the Hudson's Bay Company at Fort Vancouver between the years of 1824-1846. Though much has been written of the man, the intent herein is to examine his leadership qualities in view of the various relationships he maintained with the individuals and groups he associated with in the course of his duties. For example, what was his method in dealing with the Native Americans whose way of life was increasingly threatened by the advance of civilization and whose business was important to the success of the fur trade? How did he handle the threat posed by trappers and entrepreneurs who competed openly with the HBC? What was his level of tolerance toward the missionaries and how did he meet the challenge posed by the settlers who came on their heels? Finally, how did he deal with fellow employees, both subordinate and superior, and how did all of this influence his ability to manage company affairs? In examining such questions, enough is revealed about Dr. McLoughlin to render a favorable impression of the balance of his leadership and make a valid estimation of the impact he had on the history of the Pacific Northwest.