For Gilles LaCroix, there is nothing quite as beautiful as a handcrafted wood-framed window. LaCroix's passion for windows goes back to his youth in St. Jean, Quebec, where he was taught how to make residential windows by an elderly carpenter. He learned about the characteristics of good wood, the preferred tools to use, and how to choose the best g lass from local suppliers. LaCroix apprenticed with the carpenter in his small workshop and, when the carpenter retired, was given the opportunity to operate the business himself. 

LaCroix hired his own apprentice as he built up business in the local area. His small operation soon expanded as the quality of windows built by LaCroix Industries Ltd. becan1e better known. Within e ight years, the company employed nearly 25 people and the business had moved to larger facilities to accommodate the created demand from southern Quebec. In these early years, LaCroix spent most of his time in the production shop, teaching new apprentices the unique skills that he had mastered and applauding the journeyme n for the ir accomplishments. He often repeated the idea that LaCroix products had to be of the highest quality because they gave families a "window on life.".........

Discussion Questions

1. Identify the symptoms indicating that problems exist at LaCroix Industries, Ltd.

2. Use one or more leadership theories to analyze the underlying causes of the current problems at LaCroix Industries. What other organizational behaviour theories might also help to explain some of the problems?

3. What should Gilles LaCroix do in this situation?