1. Analyze 5 important points from the article abstract.

This paper reports on how a change of leadership at the CEO-level influences strategic
practices and control systems development. The case study describes how the new chief
executive developed and communicated his vision and strategy through control systems
and structural change. The findings indicate that senior employees’ involvement in
strategic plan development (through SLT mechanism in this case) brought clarity
and assurance to them. Meetings are important control mechanisms to structure the
sharing of information and to enhance employee commitment and help decision
making. It is argued leadership manifests through the interactions of leader with
employees in many control practices. The findings have implications for family-
owned businesses that are facing imminent change in leadership. They benefit
founder’s/top managers that are about to change leadership of entrepreneurial firm
to the next level by highlighting the importance of preparing leader’s capacity for
an effective leadership role. The study also highlights some important factors which are
seldom discussed in control theories.

i. The findings indicate that senior employees’ involvement in strategic plan

development (through SLT mechanism in this case) brought clarity and
assurance to them.
ii. Meetings are important control mechanisms to structure the sharing of
information and to enhance employee commitment and help decision
making.
iii. Leadership manifests through the interactions of leader with employees in
many control practices.
iv. Findings have implications for family-owned businesses that are facing
imminent change in leadership.
v. Benefit founder’s/top managers that are about to change leadership of
entrepreneurial firm to the next level by highlighting the importance of
preparing leader’s capacity for an effective leadership role.
2. Argue your understanding from the discussion on these sections:
2.1 Introduction
Malaysian study examines leadership role and control systems in a Malaysian
company. The study stems from an interest in control systems development after
the change in top leadership. We reviewed the literature on leadership and
accounting to explore the leadership role on the organizational design. Findings
are presented followed by a section on discussion and limitation.

2.2 Leadership & Control System

Research on CEO level management has drawn on transformational and
transactional leadership framework. One strand argues that leaders through their
visions and strategic actions are able to affect firm's performance. The other view
argues that top leaders could not do much due to the constraints of inertia.

2.3 Case Study Approach

Leadership is viewed as behaviors of the leader in introducing changes and his
related actions in the context of events. Data gathered was of three types –
interviews, direct observation, and documents. Company documents and public
data such as business press coverage are also used to corroborate and cross-check
sources.
2.4 Findings
In 2009 MKTS, the founder of the company, mentioned in one of interviews with
media about a new CEO's taking over the helm. The successor is his own son,
Alif, who has successfully lead and completed two significant projects worth over
RM600 million. The new CEO's concern is to set a new direction – "to bring [the
company] to the next level". Based on our analysis the three main themes that
appear from the data are the changes that he makes in the first year after taking
over.
These changes are driven greatly by his vision. The new CEO brings with him a
new vision to the MProp Group which guides the formation of the company’s
strategy. This has resulted in a formal 10-year strategic plan of MProp
 Group. Apart from training, the output of the session has become the major input
for the formulation of its business strategy resulting in two immediate decisions
that the company saw as important in order to create value to the company. First
was the branding exercise which goal was to differentiate MProp Group from the
public-listed company, KProp Land Bhd. In line with the branding exercise, the
new chief executive has initiated a shift of focus to giving more value to the
company’s products and customers. 
He wants employees, regardless of their functions and levels, to understand what
a product and service means to customers. The customer-centric initiative is
captured in the company’s 10-year strategic plan document. For example, an
«ambassador program» was introduced to enhance customers’ experiential
satisfaction. In this way, the new CEO sends a strong and consistent message to
employees about what is important to the company.
2.5 Discussion & Limitations
It is evidenced from the case that the new organizational structure introduced
shapes the control systems and in turn the decision making process. The new chief
executive combines both transformational and transactional leadership styles as
evidenced by the findings discussed earlier. They provided a plausible
explanation that top management uses the control systems to structure the
planning process and to personally interact with subordinates. The frequency of
the meeting which is weekly and conducted right after the SCORE meeting allows
room for timely input sharing from all three COOs and in turn help CEO-level
decision making.
The study contributes to our understanding on control choices by highlighting
elements which are not often discussed in the accounting literature. The case
evidence has shown that senior employees’ involvement in strategic plan
development (through SLT in this case) brought clarity and assurance to them.
The findings of this study support this argument by providing evidence that
formal
 periodic meetings, as control systems, do provide structure for communicating
information and in turn the flow. How MProp Group managers coordinate both
across and within departments to implement the strategy (output from SLT)
is beyond the scope of this study. The findings from the current study indicate that
the new chief executive officer is central in instituting change in the
organization’s strategy and is consistent with what was argued by Ocasio (1993).
(2010) found the difference in the intensity of use of planning and control systems
which they argued may be explained by the difference in leadership styles. The
findings also highlight the leader’s characteristics and values do influence control
systems design and use. Second, although SLT is considered the best
platform/space to discuss and debate new ideas and strategic priorities, the study
did not investigate the implementation stage. For example, structured meetings
are considered as initiating structure type of leader and thus, would use less
personal relationship with subordinates. The study does not intend to measure and
suggest how to strike the balance, but the findings provide rich descriptions to
understand the two notions.
2.6 Conclusion
In developing economies, many small-and-medium businesses either get stuck at
the same stage or are not well prepared for the leadership change to the next stage.
The evidence presented in this study is particularly important in understanding the
interactions among leadership, strategy and control systems. However, it is worth
to note that the findings underline the close relationship between leadership
change and the design and use of control systems. Change in organizational
structure plays an important role in shaping the control systems design. The paper
provides implications for family-owned businesses facing imminent change in
leadership. . In particular, it benefits founder’s/top managers that are about to
change leadership of entrepreneurial firm to the next level. The current study
contributes to extant literature by describing what exactly a new chief executive
would do to enact changes and how they were adopted.