LDR - 302S Organiza onal Culture/SNCOA Test 2
Ques ons and answers NEW!! 2025/2026 100%
VERIFIED CORRECT
Changing organiza onal systems and procedures BEST describes which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of forming
organiza on culture?
Transform the culture
In an ar cle by Chaplain Kenneth R. Williams, he used a formulaic model to calculate the
approximate monetary costs of toxic behavior in an organiza on. The formula calculated costs
for worrying, physical and mental health, absenteeism, avoidance, and conversa ons with co-
workers. Which of the five effects of toxic leadership measured caused the LEAST financial
impact for the organiza on?
Cost of absenteeism
AD
Trea ng each individual with dignity and fairness, with the opera onal premise that you treat
others in concert with the way you would like to be treated BEST defines which of the
following?
Respec'ul engagement
Toxicity
pa(ern of combined, counterproduc ve behaviors
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace
incivility, involving
leaders, peers, and direct reports as offenders, incorpora ng six specific behaviors (see table):
Behaviors:
1. shaming
2. passive
3. hos lity
4. team sabotage
,5. indifference nega vity
6. exploita on
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 exper se needed by the
organiza on, and at
least appear to be produc ve in the short term.
experts in presen ng an image of high performance to their superiors; they simultaneously
create "a trust tax" that
debits from results
Toxic protectors
prac ce a subtle form of quid pro quo, either having a personal rela onship with the toxic
person, having a need for
power and control that the toxic person's ac ons feed or benefi ng from apparent high
performance.
sabotage the organiza on by ignoring or enabling behaviors that degrade produc vity, morale,
trust, and cohesion
Toxic Behavior - Shaming
Humilia on, sarcasm, put-downs, jabs, blaming Persistently poin ng out mistakes intending to
reduce another's self-worth Public embarrassment
Toxic Behavior - Passive Hos lity
Passive-aggressive behavior redirec ng one's anger
inappropriately on a target person or persons
Resen ng requests, deliberate procras na on, and inten onal mistakes to avoid serving others
Complaints of injus ce and lack of apprecia on
Compliments that veil cri cism
Always ge=ng in the last word (punch)
Toxic Behavior - Team Sabotage
, Meddling to establish one's personal power base, resul ng in decreased cohesion and
performance
Inconsistency: unclear, constantly changing expecta ons and unpredictable policies,
procedures, and behaviors
Dysfunc onal communica on: in order to maintain power and control, withholding key
informa on, sharing incomplete informa on, or sharing par al items of informa on resul ng 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 unsympathe c to the suffering of others
Toxic Behavior - Nega vity
A corrosive interpersonal style that has a nega ve
impact on individual and collec ve morale and
mo va on
Malice: cruelty and degrada on are more prevalent than kindness
Narcissism: uncaring abuse of others for personal gain
Toxic Behavior - Exploita on
The percep on of ge=ng ahead at the expense of
others
Inequality: tolera ng toxic people, who are oCen highly skilled, but punishing
others
Favori sm: special treatment for a select few
Nepo sm: hiring unqualified friends or family
Taking credit for other's results and accomplishments
AD
Toxic Organiza ons
the value of "ge=ng results" becomes the priority,
superseding core values.
Ques ons and answers NEW!! 2025/2026 100%
VERIFIED CORRECT
Changing organiza onal systems and procedures BEST describes which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of forming
organiza on culture?
Transform the culture
In an ar cle by Chaplain Kenneth R. Williams, he used a formulaic model to calculate the
approximate monetary costs of toxic behavior in an organiza on. The formula calculated costs
for worrying, physical and mental health, absenteeism, avoidance, and conversa ons with co-
workers. Which of the five effects of toxic leadership measured caused the LEAST financial
impact for the organiza on?
Cost of absenteeism
AD
Trea ng each individual with dignity and fairness, with the opera onal premise that you treat
others in concert with the way you would like to be treated BEST defines which of the
following?
Respec'ul engagement
Toxicity
pa(ern of combined, counterproduc ve behaviors
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace
incivility, involving
leaders, peers, and direct reports as offenders, incorpora ng six specific behaviors (see table):
Behaviors:
1. shaming
2. passive
3. hos lity
4. team sabotage
,5. indifference nega vity
6. exploita on
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 exper se needed by the
organiza on, and at
least appear to be produc ve in the short term.
experts in presen ng an image of high performance to their superiors; they simultaneously
create "a trust tax" that
debits from results
Toxic protectors
prac ce a subtle form of quid pro quo, either having a personal rela onship with the toxic
person, having a need for
power and control that the toxic person's ac ons feed or benefi ng from apparent high
performance.
sabotage the organiza on by ignoring or enabling behaviors that degrade produc vity, morale,
trust, and cohesion
Toxic Behavior - Shaming
Humilia on, sarcasm, put-downs, jabs, blaming Persistently poin ng out mistakes intending to
reduce another's self-worth Public embarrassment
Toxic Behavior - Passive Hos lity
Passive-aggressive behavior redirec ng one's anger
inappropriately on a target person or persons
Resen ng requests, deliberate procras na on, and inten onal mistakes to avoid serving others
Complaints of injus ce and lack of apprecia on
Compliments that veil cri cism
Always ge=ng in the last word (punch)
Toxic Behavior - Team Sabotage
, Meddling to establish one's personal power base, resul ng in decreased cohesion and
performance
Inconsistency: unclear, constantly changing expecta ons and unpredictable policies,
procedures, and behaviors
Dysfunc onal communica on: in order to maintain power and control, withholding key
informa on, sharing incomplete informa on, or sharing par al items of informa on resul ng 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 unsympathe c to the suffering of others
Toxic Behavior - Nega vity
A corrosive interpersonal style that has a nega ve
impact on individual and collec ve morale and
mo va on
Malice: cruelty and degrada on are more prevalent than kindness
Narcissism: uncaring abuse of others for personal gain
Toxic Behavior - Exploita on
The percep on of ge=ng ahead at the expense of
others
Inequality: tolera ng toxic people, who are oCen highly skilled, but punishing
others
Favori sm: special treatment for a select few
Nepo sm: hiring unqualified friends or family
Taking credit for other's results and accomplishments
AD
Toxic Organiza ons
the value of "ge=ng results" becomes the priority,
superseding core values.
