LDR 302S Organizational Culture 2026–2027 Complete Study Guide Leadership Theories, Workplace Culture, Organizational Behavior & Exam Review

LDR 302S Organizational Culture 2026–2027 Complete Study
Guide | Leadership Theories, Workplace Culture, Case Studies
& Exam Prep Notes
1. Changing organizational systems and procedures BEST describes which of the c c c c c c c c c




following embedding mechanisms, which serve as the conscious and
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subconsciouswaysofformingorganizationculture?:Transformtheculture
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2. In an article by Chaplain Kenneth R. Williams, he used a formulaic model to
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calculate the approximate monetary costs of toxic behavior in an organiza-tion.
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The formula calculated costs for worrying, physical and mental health,
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absenteeism,avoidance,andconversationswithco-workers.Whichofthefive
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effectsoftoxicleadership measuredcausedtheLEASTfinancialimpactforthe
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organization?: Costofabsenteeism
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3. Treating each individual with dignity and fairness, with the operational c c c c c c c c c




premise that you treat others in concert with the way you would like to be treated
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BESTdefineswhichofthefollowing?:Respectfulengagement
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4. Toxicity: pattern of combined, counterproductive behaviors
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encompassing not only harmful leadership but also abusive supervision, bullying, and workplace incivility, involving leaders,
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peers,anddirectreportsasottenders,incorporatingsixspecificbehaviors(seetable):
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Behaviors:
1. shaming
2. passive
3. hostility
4. teamsabotage c




5. inditterence negativity c




6. exploitation

Toxicpersonnelareexpertsinmanagingupward,simultaneouslygivingtheappearanceofhighperformancetotheir
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supervisors while abusing others to get ahead; most toxic behavior is passive and "under the radar."
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5. Toxic Personnel:highlycompetent,dedicatedtotaskaccomplishment,possessskillsorexpertiseneeded
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by the organization, and at
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leastappeartobeproductiveintheshortterm.
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experts in presenting an image of high performance to their superiors; they simultaneously create "a trust tax" that debits from
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results
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, 6. Toxic protectors: practiceasubtleformofquidproquo,eitherhavingapersonalrelationshipwiththetoxic person,
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having a need for
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power and control that the toxic person's actions feed or benefiting from apparent high performance.
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sabotage the organization by ignoring or enabling behaviors that degrade productivity, morale, trust, and cohesion
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7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out
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cmistakes intending to reduce another's self-worth Public embarrassment
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8. Toxic Behavior - Passive Hostility: Passive-aggressivebehaviorredirectingone'sanger
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inappropriately on a target person or persons
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Resenting requests, deliberate procrastination, and intentional mistakes to avoid serving others
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Complaints of injustice and lack of appreciation
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Complimentsthatveilcriticism c c c




Alwaysgettinginthelastword(punch)
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9. Toxic Behavior - Team Sabotage: Meddling to establish one's personal power base, resulting in
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decreased cohesion and performance
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Inconsistency:unclear, constantly changingexpectationsand unpredictablepolicies,procedures, andbehaviors
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Dysfunctional communication: in order to maintain power and control, withholding key information, sharing incom-plete
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information, or sharing partial items of information resulting in each person having incomplete data
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10. Toxic Behavior - Indifference: Anapparentlackofregardforthewelfareofothers,
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especially subordinates c




Lackofcompassionandempathy Excluding
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certainpeople
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Disinterested in the successes and unsympathetic to the suttering of others c c c c c c c c c c




11. Toxic Behavior - Negativity: Acorrosive interpersonal style thathas a negative impact
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on individual and collective morale and
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motivation
Malice: cruelty and degradation are more prevalent than kindness Narcissism:
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uncaring abuse of others for personal gain
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