IRFORCE JNT 302S SNCOA LDR 2025
A
LRD 302S EXAM WITH QUESTIONS &
ELABORATE ANSWERS
hanging organizational systems and proceduresBESTdescribes which of the
C
following embedding mechanisms, serve as the conscious and subconscious ways of
forming organisational culture?
Transform the culture
In an article by Chaplain Kenneth R. Williams, he used a formulaic model to calculate
the approximate monetary costs of toxic behaviour 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 theLEASTfinancial impact for the organization?
Cost of absenteeism
reating each individual with dignity and fairness, with the operational premise that you
T
treat others in concert with the way you would like to be treatedBESTdefines which of
the following?
Respectful engagement
Toxicity
Behaviors:
Toxic Personnel
ighly competent, dedicated to task accomplishment, possess skills or expertise needed
h
by the organization, and at
least appear to be productive in the short term.
xperts in presenting an image of high performance to their superiors; they
e
simultaneously create "a trust tax" that
debits from results
oxic protectors
T
practice a subtle form of quid pro quo, either having a personal relationship with the
toxic person, needing
, ower and control that the toxic person's actions feed or benefit from apparent high
p
performSabotageabotage the organizationby ignoring or enabling behaviours that
degrade productivity, morale, trust, and cohesion
oxic Behavior -Shaming
T
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
oxic Behavior -Passive Hostility
T
Passive-aggressive behaviour redirects one's anger
inappropriately on a target person or persons
esenting requests, deliberate procrastination, and intentional mistakes to avoid serving
R
others
Complaints of injustice and lack of appreciation
Compliments that veil criticism
Always getting in the last word (punch)
oxic Behavior -Team Sabotage
T
Meddling to establish one's power base, resulting in decreased cohesion and
performance
Inconsistency: unclear, constantly changing expectations and unpredictable policies,
procedures, and behaviours
Dysfunctional communication: to maintain power and control, withholding key
information, sharing incomplete information, or sharing partial items of information
resulting in each person having incomplete data
Toxic Behavior -Indifference
An apparent lack of regard for the welfare of others,
especially subordinates
ack of compassion and empathy
L
Excluding certain people
Disinterested in the successes and unsympathetic to the suffering of others
Toxic Behavior -Negativity
A corrosive interpersonal style that has a negative
impact on individual and collective morale and
motivation
Malice: cruelty and degradation are more prevalent than kindness
Narcissism: uncaring abuse of others for personal gain
A
LRD 302S EXAM WITH QUESTIONS &
ELABORATE ANSWERS
hanging organizational systems and proceduresBESTdescribes which of the
C
following embedding mechanisms, serve as the conscious and subconscious ways of
forming organisational culture?
Transform the culture
In an article by Chaplain Kenneth R. Williams, he used a formulaic model to calculate
the approximate monetary costs of toxic behaviour 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 theLEASTfinancial impact for the organization?
Cost of absenteeism
reating each individual with dignity and fairness, with the operational premise that you
T
treat others in concert with the way you would like to be treatedBESTdefines which of
the following?
Respectful engagement
Toxicity
Behaviors:
Toxic Personnel
ighly competent, dedicated to task accomplishment, possess skills or expertise needed
h
by the organization, and at
least appear to be productive in the short term.
xperts in presenting an image of high performance to their superiors; they
e
simultaneously create "a trust tax" that
debits from results
oxic protectors
T
practice a subtle form of quid pro quo, either having a personal relationship with the
toxic person, needing
, ower and control that the toxic person's actions feed or benefit from apparent high
p
performSabotageabotage the organizationby ignoring or enabling behaviours that
degrade productivity, morale, trust, and cohesion
oxic Behavior -Shaming
T
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
oxic Behavior -Passive Hostility
T
Passive-aggressive behaviour redirects one's anger
inappropriately on a target person or persons
esenting requests, deliberate procrastination, and intentional mistakes to avoid serving
R
others
Complaints of injustice and lack of appreciation
Compliments that veil criticism
Always getting in the last word (punch)
oxic Behavior -Team Sabotage
T
Meddling to establish one's power base, resulting in decreased cohesion and
performance
Inconsistency: unclear, constantly changing expectations and unpredictable policies,
procedures, and behaviours
Dysfunctional communication: to maintain power and control, withholding key
information, sharing incomplete information, or sharing partial items of information
resulting in each person having incomplete data
Toxic Behavior -Indifference
An apparent lack of regard for the welfare of others,
especially subordinates
ack of compassion and empathy
L
Excluding certain people
Disinterested in the successes and unsympathetic to the suffering of others
Toxic Behavior -Negativity
A corrosive interpersonal style that has a negative
impact on individual and collective morale and
motivation
Malice: cruelty and degradation are more prevalent than kindness
Narcissism: uncaring abuse of others for personal gain
