QuantumLeapMarketing Partnersisa small, privately held firm with 30 employees that providesmarketing consulting, advertising, and digital marketing services. The company's founder, John Thomas,was recently ousted by the other partners, and thefirm barely survivedthischange of leadership.Everyonein the company is anxious and the culture is "dis-eased."Employeestend tokeep their heads down, stay quiet, and try to go unnoticed for fear of losing their jobs. Many employeesforego lunch and breaks so as not appear like "slackers."Infightingis high as employees seek to ensure their own job security. Frankly, they seem depressed and unwell.

The newmanaging partner, Stan Simons,is very concerned about low morale, attrition, and lack of motivation. Clients arealso expressing their concernsand a fewwho were loyal to the founderhave leftthefirm. Employee attitude cannot sink any lower, nor canthefirm afford to lose any more clients. Thepartners fear they may be losing control of the organization.

• Review the Quantum Leap Marketing Partners case study in light of this week's Learning Resources.
• Consider which theories might explain the issues faced by the organization.
• How might the theories covered in this week's learning resources be applied to mitigate these issues?

Support with references to recent (within the last 5 years) peer-reviewed, scholarly sources.