Supportive leadership contains leader behaviors that concerns subordinates’ satisfaction of needs and preferences, as well as well-being of them. This leader creates a friendly and psychologically supportive work environment and treats subordinates as coworkers of him/ her. Supportive leadership behavior is similar with previous consideration, people-centered or relationship- oriented leadership styles. The correct answer is A. 

According to managerial grid, leaders are grouped into five leadership styles:

• Country club management; this leader has low concern for production, but much more concern for people. Country club managers focus on building positive relations among employees even when production is low.

• Task management; this leader has a high concern for production, on the other hand minimum concern for people. They apply restrict control on working and perceive employees as a part of machines for achieving goals. So they don’t care much about employees’ problems or needs.

• Middle of the road management; this leader has a moderate concern for production and people. So there is a moderate effort to accomplish the tasks by creating a good working environment. Middle of the road managers try to keep the status quo by adopting moderate approach.

• Impoverished management; this leader has neither a concern for people nor concern for production. Managers show little effort on building relationships with employees or getting the tasks completed.

• Team management; in this leadership style, both job satisfaction and productivity are high, because the leader has a high concern for both people and production. There is a peaceful working environment and strong relationship between the leaders and the employees, but the focus still remains on achieving the organizational goals.

Integrating Style: High concern for meeting his/ her own interests and high concern for meeting other’s interests are called win-win strategy. The style represents to reach a mutually satisfactory solution under the circumstances of complex problems.

The correct answer is A.

Pondy (1967) states that conflict is an episode and a dynamic process. According to Pondy’s (1967) model, the process of conflict can be portrayed in five stages:

Stage 1: Latent Conflict

Stage 2: Perceived Conflict

Stage 3: Felt Conflict

Stage 4: Manifest Conflict

Stage 5: Conflict Aftermath

The correct answer is Choice D.

Before explaining charismatic and transformational leadership, transactional leadership has to be explained to understand the differences between early and modern leadership theories. Most of the early leadership theories, which we explained in the previous sections, were implicitly referred as transactional leaders.

Organizational culture is shared by those who possess it, which means it belongs to a group. In that sense, culture is to the organization what personality is to the individual.  Second, organizational culture is born out of trying to solve (organizational) problems. Adapting to the external environment and internal coordination are the primary problems of organizations and culture is the outcome of a shared history of finding solutions to these problems. Third, solutions that work become part of the collective cultural history of the group and new members are socialized into the culture. What relates to how individuals experience life in the organization and the way they interpret that experience is organizational climate. The correct answer is C. 

Obliging Style: Low concern for self and high concern for the other are called lose-win strategy.

Hierarchy of authority refers to the number of managerial levels in an organization, and it is closely related to span of control – the number of employees reporting to a supervisor (Daft, 2007). Vertical complexity is a similar term to denote number of hierarchical layers. The term “span of control” becomes meaningful when managers of two organizations compared in terms of number of employees reporting to managers. Wide spans of control in an organization simply mean that there are few managers having responsibility of many employees. On the contrary, more managers have direct control over lesser numbers of employees in organizations that have narrow spans control. Therefore, it is possible to expect a tall hierarchy in organizations when spans of control are narrow and a shorter one when spans of control are wide. A preference of wide or narrow span of control may depend on several factors such as knowledge, ability and skill levels of the employees, degree of

standardization of work activities, ability of managers to control his or her subordinates. Span of controls in organizations is not the only factor directly affecting hierarchy of authority. Design perspectives of owners or managers can also determine the question of how hierarchic an organization should be. The correct answer is Choice C.

Path and goal theory which is about how formally appointed superiors affect the motivation and satisfaction of subordinates by clarifying the path to attain personal and organizational goals belongs to Contingency theory.

Dysfunctional Outcomes

• Slow down the pace of decision making.
• Damage social relations and organizational trust.
• Decrease organizational commitment.
• Impair individual/group performance.

Functional Outcomes:

• Improve the quality of decisions.
• Support creative thinking.
• Help to recognize dysfunctional processes or functions.
• Eliminate group-thinking and predispose alternative ways/solutions.

The correct answer is C.

Type A behavior pattern is mostlyand strongly related with stress management. Being competitive, impatient, aggressive, time urgent, drive, perfectionist and workaholic are some prominent traits of Type A personality. The correct answer is Choice A.

Higher self-monitors are capable of modifying their behaviors according to the interpersonal and social cues. They (higher self-monitors) tend to observe and regulate their acts to make a favorable impression on others.

Individuals low in self-monitoring are thought to regulate their behaviors in respect of inner thoughts or beliefs. They (low self-monitors) prefer stability instead of flexibility and are less prone to adapt their behaviors in order to meet the expectations and gain positive evaluations of others.

High self-monitors experience less frequency of conflict with others.

The correct answer is B.

Narcissism: Narcissim is a personal trait that contains self-love, inflated self-view, ruthlessness, devaluation of others and manipulation of others.

Weber was criticized because of designing an iron cage for the employees, which decreases creativity, increases dissatisfaction and demotivation.

There are numerous historical figures such as Nelson Mandela, Winston Churchill, Mother Teresa, Martin Luther King, Mustafa Kemal Atatürk and John F. Kennedy. In business world Steve Jobs, Elon Musk, Muhtar Kent and Ali Koç could be examples.

Patience, relaxation, ability to balance work and non-work life are the main characteristics of Type B personality.

Positive affectivity reflects a pleasurable engagement with environment.

Individuals with higher emotional intelligence also tend to be more self-aware.

Employees in small units are more inclined to perceive conflict in their units.

Indirect communication leads to stereotyping which is the common and powerful source of discrimination.

The correct answer is E.