K
C
LO
YC
D
LDR-302S ORGANIZATIONAL
U
CULTURE EXAM PREP
ST
QUESTIONS AND CORRECT
VERIFIED ANSWERS 100%
,GUARANTEED PASS A+
GRADE
Changing organizational systems and procedures BEST describes which of the following
K
embedding mechanisms, which serve as the conscious and subconscious ways of forming
organization culture?
C
Transform the culture
LO
In an article by Chaplain Kenneth R. Williams, he used a formulaic model to calculate the
approximate monetary costs of toxic behavior in an organization. The formula calculated costs
for worrying, physical and mental health, absenteeism, avoidance, and conversations with
co-workers. Which of the five effects of toxic leadership measured caused the LEAST financial
impact for the organization?
YC
Cost of absenteeism
Treating each individual with dignity and fairness, with the operational premise that you treat
others in concert with the way you would like to be treated BEST defines which of the following?
D
Respectful engagement
U
Toxicity
pattern of combined, counterproductive behaviors
ST
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace
incivility, involving
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see table):
Behaviors:
1. shaming
2. passive
, 3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appearance of high
K
performance to their supervisors while abusing others to get ahead; most toxic behavior is
passive and “under the radar.”
C
Toxic Personnel
LO
highly competent, dedicated to task accomplishment, possess skills or expertise needed by the
organization, and at
least appear to be productive in the short term.
experts in presenting an image of high performance to their superiors; they simultaneously
YC
create "a trust tax" that
debits from results
Toxic protectors
D
practice a subtle form of quid pro quo, either having a personal relationship with the toxic
person, having a need for
power and control that the toxic person's actions feed or benefiting from apparent high
U
performance.
sabotage the organization by ignoring or enabling behaviors that degrade productivity, morale,
ST
trust, and cohesion
Toxic Behavior - Shaming
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to
reduce another's self-worth Public embarrassment
Toxic Behavior - Passive Hostility
C
LO
YC
D
LDR-302S ORGANIZATIONAL
U
CULTURE EXAM PREP
ST
QUESTIONS AND CORRECT
VERIFIED ANSWERS 100%
,GUARANTEED PASS A+
GRADE
Changing organizational systems and procedures BEST describes which of the following
K
embedding mechanisms, which serve as the conscious and subconscious ways of forming
organization culture?
C
Transform the culture
LO
In an article by Chaplain Kenneth R. Williams, he used a formulaic model to calculate the
approximate monetary costs of toxic behavior in an organization. The formula calculated costs
for worrying, physical and mental health, absenteeism, avoidance, and conversations with
co-workers. Which of the five effects of toxic leadership measured caused the LEAST financial
impact for the organization?
YC
Cost of absenteeism
Treating each individual with dignity and fairness, with the operational premise that you treat
others in concert with the way you would like to be treated BEST defines which of the following?
D
Respectful engagement
U
Toxicity
pattern of combined, counterproductive behaviors
ST
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace
incivility, involving
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see table):
Behaviors:
1. shaming
2. passive
, 3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appearance of high
K
performance to their supervisors while abusing others to get ahead; most toxic behavior is
passive and “under the radar.”
C
Toxic Personnel
LO
highly competent, dedicated to task accomplishment, possess skills or expertise needed by the
organization, and at
least appear to be productive in the short term.
experts in presenting an image of high performance to their superiors; they simultaneously
YC
create "a trust tax" that
debits from results
Toxic protectors
D
practice a subtle form of quid pro quo, either having a personal relationship with the toxic
person, having a need for
power and control that the toxic person's actions feed or benefiting from apparent high
U
performance.
sabotage the organization by ignoring or enabling behaviors that degrade productivity, morale,
ST
trust, and cohesion
Toxic Behavior - Shaming
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to
reduce another's self-worth Public embarrassment
Toxic Behavior - Passive Hostility
