LDR - 302S Organizational Culture Questions
and Answers 100% Pass
Describe toxic behaviors and their negative effects upon an organization. - ANSWER
•shaming (the exercise of humiliation, sarcasm, potshots, or mistake-pointing with the intent
of reducing another's self-worth),
• passive hostility (the use of passive-aggressive behavior with the intent of directing one's
anger inappropriately),
• team sabotage (meddling with the intent to either establish one's personal power base or
make the team less productive),
• indifference (an apparent lack of regard and compassion for the welfare of subordinates)
• negativity (an interpersonal style that has a negative impact on organizational climate)
• exploitation (the perception that the superior is getting ahead at team member expense.)
Describe methods that SNCOs can use to help facilitate a positive culture in an organization.
- ANSWER Leader training and development- The means of addressing toxic,
counterproductive leadership cannot be limited to punishment, removal, and dismissal nor
individualistic character development. Leaders need skills in demonstrating and promoting
resect among team members
Leader assessment- Since toxic leaders are experts in appearances, they tend to benefit from
the biased performance evaluation system. Supervisory leaders need skills in identifying toxic
behaviors, confronting subordinates, and coaching soldiers in healthy leadership
Organizational culture and policies- The purpose of the military departments' core values is to
clarify expectations and behaviors as a means of addressing toxic leadership. the military
departments need to reinforce a culture that truly reflects the highest standards of
values-based behavior. Tis means that members not only refrain from disrespecting each
other but that they also demonstrate the highest resect for each other; that they not only give
the appearance of selfless service as they pursue personal benefits but that they also serve to
empower others' success, even if they receive nothing in return; and that they also hold each
other accountable.
Identify conditions in which toxic behaviors can manifest themselves in an organization. -
ANSWER An organization experiences toxicity because its culture, policies, and systems
create the conditions for tolerating and enabling uncivil behaviors.
Typically, an organization identifies the problem only as the toxic individual, overlooking the
environmental factors in its culture, policies, and systems that are creating the conditions for
the toxicity to flourish.
,Leaders often take a strong stance against incivility yet respond to allegations of workplace
toxicity with surprise, denial, excuses, and disbelief.
A leader may be aware of but willing to tolerate toxic behaviors due to the personal or
professional benefits resulting from the toxic person's short-term factual or perceived
productivity.
Many times, an organization does not know how to deal with a toxic person and either
reassigns or isolates and reallocates the toxic person's responsibilities to other, already
overworked personnel, none of which actions address the behavior. Or, as is often the case,
the toxic person is left in place and the targeted person is reassigned out of the toxic situation
We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show
where potential exists to transform culture in the Defense Department. The three-step process
is as follows: - ANSWER • assess and benchmark organizational culture-- : What leaders pay
attention to, measure, and control on a regular basis
• embrace feedback-- Leader reactions to critical incidents and organizational crise
• transform the culture-- Changing organizational systems and procedures--1. Leadership
buy-in to subordinates 2. Subordinate gives permission to be taught 4. Leader and
subordinates become vulnerable (creating the ability to identify strengths and weaknesses) 5.
Proper administration of feedback.
Identify the differences between various leadership models - ANSWER Adaptive
Leadership- Issues may be hard to identify or not clearly understood; happens in the gut &
heart; relational work; challenges the status quo
Transformational Leadership- requires leaders to have 4 types of behaviors; idealized
influence, inspirational motivation, intellectual motivation, individualized consideration
Transactional Leadership- relies on rewards and punishments; extrinsically motivated,
practicality, resistance to change, discourages independent thinking
Servant Leadership- is topside down; has 10 behaviors: listening, empathy, healing,
awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth,
building community
Leader-Member Exchange Model- stresses the importance of variable relationships between
sups & their subordinates; in group & out group
Two-Factor Theory- identifies motivation factors, which affect satisfaction, and hygiene
factors, which determine dissatisfaction
,Strengths Based Leadership- focuses on leaders recognizing and honing their strengths while
trusting and collaborating with others to make up for weak points; operational roles,
collaborative roles, advisory roles
Situational Theory of Leadership- focuses on the characteristics of the followers as the most
important element of the situation and determining the effective leadership behavior
- telling- ^ tasks, v people
-selling- ^ tasks, people (lack skill, willing)
-participating- v tasks, ^ people (have skill, insecure)
-delegating- v tasks, people
Describe situations when various leadership models may be appropriately employed -
ANSWER The key is to find the one(s) that enables you to create a leadership style that gets
the best from your people. This isn't a 'one-size-fits-all' process...it is quite fluid. You need to
take into account what your people need and the situation you are in to lead effectively.
Identify how various leadership models may influence the culture within an organization -
ANSWER Your leadership style can play an important role in your people's perceptions of
the organization's culture. For example, if your leadership style is highly transactional, your
people might perceive the culture of the organization as one where award winners are valued
above everyone else, possibly using that to impact who gets a certain job. Moreover, if your
style is based on elements of the Adaptive model, you could create the impression that the
work (or mission) is most important because it's the only thing you pay attention to.
Describe barriers to making ethical decisions - ANSWER Bounded Ethicality means that
people are limited in their ability to make ethical choices
Confirmation bias is the tendency of people's minds to seek out information that supports the
views they already hold.
Cognitive bias happens when people commit cognitive errors as they make financial,
medical, personal and ethical decisions.
Conformity Bias describes people's tendency to take their behavioral cues from those around
them
Moral Myopia is the difficulty people sometimes have in clearly seeing ethical issues and
ethical challenges
Moral Muteness is remaining silent when observing immoral behavior
Moral Pluralism is the notion that various conflicting values may all be equally valid and
worthy of respect
, Ethical Fading occurs when people focus on some other aspect of a decision so that the
ethical dimensions of the choice fade from view
Explain the relationship between ethics and a culture of trust and respect - ANSWER
Organizational ethics affect all aspects of your unit's culture and properly understanding these
concepts will lead to improved morale and trust, not only among unit members but for
organizations across the service.
Describe how SNCOs can establish an ethical climate to foster trust-based relationships -
ANSWER You must constantly assess the culture of your organization to ensure your actions,
and those of everyone you lead, fall within the confines of ethical behavior.
Describe the five phases of the DEOCS - ANSWER Phase 1 (Prepare)
-planning stage
- plan development
- commander/director in-brief
- notification
Phase 2 (Conduct)
- request DEOCS
- publicly endorse
- conduct
Phase 3 (Interpert)
- review
- compare
- understand
- validate
- triangulate
- identify potential CAP
Phase 4 (Develop)
- establish the action planning team
- developing the action plan
- identify the problem
- define the problem
- develop COAs
- analyze COAS
- define the GAP
- bridge the Gap
- select COA
- develop the Action Plan
-implement the Action Plan
- evaluate and enforce
- plan the out-brief
Phase 5 (Execute)
- determine if the plan is effective
and Answers 100% Pass
Describe toxic behaviors and their negative effects upon an organization. - ANSWER
•shaming (the exercise of humiliation, sarcasm, potshots, or mistake-pointing with the intent
of reducing another's self-worth),
• passive hostility (the use of passive-aggressive behavior with the intent of directing one's
anger inappropriately),
• team sabotage (meddling with the intent to either establish one's personal power base or
make the team less productive),
• indifference (an apparent lack of regard and compassion for the welfare of subordinates)
• negativity (an interpersonal style that has a negative impact on organizational climate)
• exploitation (the perception that the superior is getting ahead at team member expense.)
Describe methods that SNCOs can use to help facilitate a positive culture in an organization.
- ANSWER Leader training and development- The means of addressing toxic,
counterproductive leadership cannot be limited to punishment, removal, and dismissal nor
individualistic character development. Leaders need skills in demonstrating and promoting
resect among team members
Leader assessment- Since toxic leaders are experts in appearances, they tend to benefit from
the biased performance evaluation system. Supervisory leaders need skills in identifying toxic
behaviors, confronting subordinates, and coaching soldiers in healthy leadership
Organizational culture and policies- The purpose of the military departments' core values is to
clarify expectations and behaviors as a means of addressing toxic leadership. the military
departments need to reinforce a culture that truly reflects the highest standards of
values-based behavior. Tis means that members not only refrain from disrespecting each
other but that they also demonstrate the highest resect for each other; that they not only give
the appearance of selfless service as they pursue personal benefits but that they also serve to
empower others' success, even if they receive nothing in return; and that they also hold each
other accountable.
Identify conditions in which toxic behaviors can manifest themselves in an organization. -
ANSWER An organization experiences toxicity because its culture, policies, and systems
create the conditions for tolerating and enabling uncivil behaviors.
Typically, an organization identifies the problem only as the toxic individual, overlooking the
environmental factors in its culture, policies, and systems that are creating the conditions for
the toxicity to flourish.
,Leaders often take a strong stance against incivility yet respond to allegations of workplace
toxicity with surprise, denial, excuses, and disbelief.
A leader may be aware of but willing to tolerate toxic behaviors due to the personal or
professional benefits resulting from the toxic person's short-term factual or perceived
productivity.
Many times, an organization does not know how to deal with a toxic person and either
reassigns or isolates and reallocates the toxic person's responsibilities to other, already
overworked personnel, none of which actions address the behavior. Or, as is often the case,
the toxic person is left in place and the targeted person is reassigned out of the toxic situation
We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show
where potential exists to transform culture in the Defense Department. The three-step process
is as follows: - ANSWER • assess and benchmark organizational culture-- : What leaders pay
attention to, measure, and control on a regular basis
• embrace feedback-- Leader reactions to critical incidents and organizational crise
• transform the culture-- Changing organizational systems and procedures--1. Leadership
buy-in to subordinates 2. Subordinate gives permission to be taught 4. Leader and
subordinates become vulnerable (creating the ability to identify strengths and weaknesses) 5.
Proper administration of feedback.
Identify the differences between various leadership models - ANSWER Adaptive
Leadership- Issues may be hard to identify or not clearly understood; happens in the gut &
heart; relational work; challenges the status quo
Transformational Leadership- requires leaders to have 4 types of behaviors; idealized
influence, inspirational motivation, intellectual motivation, individualized consideration
Transactional Leadership- relies on rewards and punishments; extrinsically motivated,
practicality, resistance to change, discourages independent thinking
Servant Leadership- is topside down; has 10 behaviors: listening, empathy, healing,
awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth,
building community
Leader-Member Exchange Model- stresses the importance of variable relationships between
sups & their subordinates; in group & out group
Two-Factor Theory- identifies motivation factors, which affect satisfaction, and hygiene
factors, which determine dissatisfaction
,Strengths Based Leadership- focuses on leaders recognizing and honing their strengths while
trusting and collaborating with others to make up for weak points; operational roles,
collaborative roles, advisory roles
Situational Theory of Leadership- focuses on the characteristics of the followers as the most
important element of the situation and determining the effective leadership behavior
- telling- ^ tasks, v people
-selling- ^ tasks, people (lack skill, willing)
-participating- v tasks, ^ people (have skill, insecure)
-delegating- v tasks, people
Describe situations when various leadership models may be appropriately employed -
ANSWER The key is to find the one(s) that enables you to create a leadership style that gets
the best from your people. This isn't a 'one-size-fits-all' process...it is quite fluid. You need to
take into account what your people need and the situation you are in to lead effectively.
Identify how various leadership models may influence the culture within an organization -
ANSWER Your leadership style can play an important role in your people's perceptions of
the organization's culture. For example, if your leadership style is highly transactional, your
people might perceive the culture of the organization as one where award winners are valued
above everyone else, possibly using that to impact who gets a certain job. Moreover, if your
style is based on elements of the Adaptive model, you could create the impression that the
work (or mission) is most important because it's the only thing you pay attention to.
Describe barriers to making ethical decisions - ANSWER Bounded Ethicality means that
people are limited in their ability to make ethical choices
Confirmation bias is the tendency of people's minds to seek out information that supports the
views they already hold.
Cognitive bias happens when people commit cognitive errors as they make financial,
medical, personal and ethical decisions.
Conformity Bias describes people's tendency to take their behavioral cues from those around
them
Moral Myopia is the difficulty people sometimes have in clearly seeing ethical issues and
ethical challenges
Moral Muteness is remaining silent when observing immoral behavior
Moral Pluralism is the notion that various conflicting values may all be equally valid and
worthy of respect
, Ethical Fading occurs when people focus on some other aspect of a decision so that the
ethical dimensions of the choice fade from view
Explain the relationship between ethics and a culture of trust and respect - ANSWER
Organizational ethics affect all aspects of your unit's culture and properly understanding these
concepts will lead to improved morale and trust, not only among unit members but for
organizations across the service.
Describe how SNCOs can establish an ethical climate to foster trust-based relationships -
ANSWER You must constantly assess the culture of your organization to ensure your actions,
and those of everyone you lead, fall within the confines of ethical behavior.
Describe the five phases of the DEOCS - ANSWER Phase 1 (Prepare)
-planning stage
- plan development
- commander/director in-brief
- notification
Phase 2 (Conduct)
- request DEOCS
- publicly endorse
- conduct
Phase 3 (Interpert)
- review
- compare
- understand
- validate
- triangulate
- identify potential CAP
Phase 4 (Develop)
- establish the action planning team
- developing the action plan
- identify the problem
- define the problem
- develop COAs
- analyze COAS
- define the GAP
- bridge the Gap
- select COA
- develop the Action Plan
-implement the Action Plan
- evaluate and enforce
- plan the out-brief
Phase 5 (Execute)
- determine if the plan is effective
