“…This finding indicated that the coercive bureaucracy was experienced at a low level and the enabling bureaucracy structure at a high level. In this sense, collaborative management style (Alanoğlu & Demirtaş, 2020), organizational citizenship behaviors (Alev, 2019;Messick, 2012), job satisfaction (Bozkuş, Karacabey & Özdere, 2019), the effectiveness of management processes, positivist management, management approach (Sertel, Karataş, & Karadağ, 2021), supportive leadership (Özer, 2010), education-training, adaptability and flexibility (Çalık & Tepe, 2019), which positively affects the enabling bureaucracy, can be observed at high levels in organizations where the level of enabling bureaucracy is high.…”