LDR - 302S ORganizatiOnaL CuLtuRe eXaM 2026 WitH
CORReCt aCtuaL QueStiOnS anD CORReCtLY WeLL DeFineD
anSWeRS LateSt aLReaDY gRaDeD a+|| MOSt ReCent!!
Changing organizational systems and procedures BEST describes which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of
forming organization 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 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?
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?
Respectful engagement
Toxicity
pattern of combined, counterproductive behaviors
,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 performance to their supervisors while abusing others to get ahead; most toxic
behavior is passive and “under the radar.”
Toxic Personnel
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 create "a trust tax" that
debits from results
Toxic protectors
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
performance.
sabotage the organization by ignoring or enabling behaviors that degrade productivity,
morale, 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
Passive-aggressive behavior redirecting one's anger
inappropriately on a target person or persons
Resenting requests, deliberate procrastination, and intentional mistakes to avoid serving
others
Complaints of injustice and lack of appreciation
Compliments that veil criticism
Always getting in the last word (punch)
CORReCt aCtuaL QueStiOnS anD CORReCtLY WeLL DeFineD
anSWeRS LateSt aLReaDY gRaDeD a+|| MOSt ReCent!!
Changing organizational systems and procedures BEST describes which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of
forming organization 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 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?
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?
Respectful engagement
Toxicity
pattern of combined, counterproductive behaviors
,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 performance to their supervisors while abusing others to get ahead; most toxic
behavior is passive and “under the radar.”
Toxic Personnel
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 create "a trust tax" that
debits from results
Toxic protectors
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
performance.
sabotage the organization by ignoring or enabling behaviors that degrade productivity,
morale, 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
Passive-aggressive behavior redirecting one's anger
inappropriately on a target person or persons
Resenting requests, deliberate procrastination, and intentional mistakes to avoid serving
others
Complaints of injustice and lack of appreciation
Compliments that veil criticism
Always getting in the last word (punch)
