Partnering Leadership and Controls Margaret Glendinning-Welch Morgan Publications is currently in the leadership crisis stage of the companys evolution. This is characterized by the need for more formal means of communication, unwanted management responsibilities of the founder and increasing conflicts of the department managers. A strong management entity is needed to pull the organization together and assist in setting a direction for the future. This direction includes establishing more formal systems and controls, but without sacrificing department managers autonomy and creativity, and maintaining a decentralized authority structure.The ProblemMorgan Publications suffers from a leadership crisis as evidenced by Valerie Morgans indecisiveness and a lack of basic management systems. Her desire to be a leader and innovator is hampered by her administrative responsibilities. (Turner & Stevenson, 1986, 779) By divesting herself of the administrative and management role, adopting minor structural enhancements and controls, she could focus on the future and growth of Morgan Publications. These changes can be implemented without sacrificing the small business environment or curtailing the autonomy and creativity of the employees. (Turner & Stevenson, 1986 781)The Leadership Crisis Characteristics of the leadership crisis stage include: increased number of employees causing a requirement for formal instead of informal means of communications, founders being burdened with unwanted management responsibilities, and conflicts between department managers [leaders] increase. (Greiner, 1972, 42). The realization that professional management is needed is coupled with an unwillingness of the founder to step aside and relinquish control. (Greiner, 1972, 42). Morgan Publishing and Valerie Morgan exhibit all these problems associated with leadership in crisis. Morgan Publishing has grown from 10 employees in 1982 to 42 employees in 1986. ...
