LDR 302S ORGANIZATIONAL CULTURE EXAM |COMPLETE QUESTIONS WITH
100% RATED EXPERT SOLUTIONS |2026 LATEST UPDATED
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
100% RATED EXPERT SOLUTIONS |2026 LATEST UPDATED
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
