LDR - 302S ORGANIZATIONAL CULTURE
(SNCOA TEST 2) QUESTIONS WITH
COMPLETE ANSWERS!!
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
Toxic Behavior - Team Sabotage
Meddling to establish one's personal power base, resulting in decreased cohesion and performance
,Inconsistency: unclear, constantly changing expectations and unpredictable policies, procedures, and
behaviors
Dysfunctional communication: in order 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
Lack of compassion and empathy
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
Toxic Behavior - Exploitation
The perception of getting ahead at the expense of
others
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)
Inequality: tolerating toxic people, who are often highly skilled, but punishing
others
Favoritism: special treatment for a select few
(SNCOA TEST 2) QUESTIONS WITH
COMPLETE ANSWERS!!
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
Toxic Behavior - Team Sabotage
Meddling to establish one's personal power base, resulting in decreased cohesion and performance
,Inconsistency: unclear, constantly changing expectations and unpredictable policies, procedures, and
behaviors
Dysfunctional communication: in order 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
Lack of compassion and empathy
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
Toxic Behavior - Exploitation
The perception of getting ahead at the expense of
others
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)
Inequality: tolerating toxic people, who are often highly skilled, but punishing
others
Favoritism: special treatment for a select few
