Read your assigned case study then answer ALL 3 questions given below: Q1. What leadership style(s) does the case focus on? Explain why you think so. Present evidence from your assigned case study. Q2. Discuss by relating the findings of your assigned case study with the following topics in leadership: a. A generation or Values-based leadership b. Power and influence c. Teams (types or stages) Q3. Relate the findings of your assigned case to the conclusions you made in your course project literature review paper. Impacts of organizational culture and leadership on business performance: A case study on acquisitions Business is changing pace and the reflections can clearly be seen in high tech and telecommunications markets. The Turkish telecommunication market along with global shareholders had a sharp rise during the last 10 years. An important element in developing a more competitive and dynamic telecommunication sector has been Turkey's long-standing desire to become a member of the European Union (EU). Telecommunications companies in Turkey, especially the vendor companies providing service to wireline and wireless operators, had gone through many changes in order to serve best for their customers. Eventually, the changes in strategy brought organizational changes with it. Culture forms the basis of group identity and shared thought belief, and feeling, one of the most decisive and important functions of leaders particularly the founders of a company is the creation and management of its culture (Christensen, 2006). Edgar Schein (1988) defines culture as a property of an independently defined social unit a unit whose members share a significant number of common experiences in successfully addressing external and internal problems. Because of these common experiences, over time this group of people will have formed a shared view of the way that the world surrounding them works, and of the methods for problem-solving that will be effective in that world. This shared view of the world has led to the formation of basic assumptions and beliefs that have worked well enough and long enough to be taken for granted. One of the best summaries for defining culture is that culture is the glue that holds the organization together as a source of identity and distinctive competence (Bass, 1991). On the other of goals, culture can constitute a disability at times when change is critical to addressing new competitive or technological challenges from unexpected directions (Christensen, 1997). Most academicians who study organization and other observers recognize that organizational culture has a powerful effect on the performance and long-term effectiveness of organizations. It was not until the beginning of the 1980s that organizational scholars began paying serious attention to the concept of culture. This is one of the few areas, in fact, in which observers led practicing managers in identifying a crucial factor affecting organizational performance. Organizational culture has been an area in which conceptual work and scholarship have provided guidance for managers as they have searched for ways to improve the effectiveness of their organizations. Of course, there are many kinds or levels of culture that affect individual and organizational behavior. Researchers such as Hofstede (1980), Aiken and Bacharach (1979), and Trompenaars (1992) have reported marked differences between continents and countries based on certain key dimensions. The literature search identifies several definitions and segmentation for culture. However, this research will focus on the identification of transactional and transformational culture through leadership. One of the most referred definitions of culture is from Bernard M. Bass and Bruce J. Avolio (1993). Bass and 1991). The four factors are idealized influence, inspirational motivation intellectual stimulation, and individualized consideration. Transformational leaders integrate creative insight, persistence and energy, intuition, and sensitivity to the needs of others to forge strategy culture alloy for their organizations. (as stated also by Bromley & Kirschner-Bromley, 2007: Boerner, Eisenbeiss, Griesser, 2007; Mannarelli, 2006). On the other hand, transactional leaders are characterized by contingent reward and management-by-exception styles of leadership. Bass and Avolio state several cultural differences between transformational and transactional culture. For example, in a highly innovative and satisfying organizational culture, we are likely to see transformational leaders who build on assumptions such as people are trustworthy and purposeful, everyone has a unique contribution to make, and complex problems are handled at the lowest level possible (Bass and Avolio, 1993)