LDR - 302S Organizational Culture
1. Changing orga- Transform the culture
nizational sys-
tems and proce-
dures BEST de-
scribes which of
the following em-
bedding mech-
anisms, which
serve as the con-
scious and sub-
conscious ways
of forming orga-
nization culture?
2. In an article by Cost of absenteeism
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,
, LDR - 302S Organizational Culture
avoidance, and
conversations
with co-workers.
Which of the five
effects of toxic
leadership
measured
caused the
LEAST financial
impact for the
organization?
3. Treating each in- Respectful engagement
dividual with dig-
nity and fairness,
with the oper-
ational premise
that you treat
others in concert
with the way you
would like to be
treated BEST de-
fines which of the
following?
4. 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:
, LDR - 302S Organizational Culture
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the ap-
pearance of high performance to their supervisors while abusing others to get
ahead; most toxic behavior is passive and "under the radar."
5. 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
6. 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 pro-
ductivity, morale, trust, and cohesion
7. Toxic Behavior - Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
Shaming intending to reduce another's self-worth Public embarrassment
8. Toxic Behavior - Passive-aggressive behavior redirecting one's anger
Passive Hostility inappropriately on a target person or persons
1. Changing orga- Transform the culture
nizational sys-
tems and proce-
dures BEST de-
scribes which of
the following em-
bedding mech-
anisms, which
serve as the con-
scious and sub-
conscious ways
of forming orga-
nization culture?
2. In an article by Cost of absenteeism
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,
, LDR - 302S Organizational Culture
avoidance, and
conversations
with co-workers.
Which of the five
effects of toxic
leadership
measured
caused the
LEAST financial
impact for the
organization?
3. Treating each in- Respectful engagement
dividual with dig-
nity and fairness,
with the oper-
ational premise
that you treat
others in concert
with the way you
would like to be
treated BEST de-
fines which of the
following?
4. 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:
, LDR - 302S Organizational Culture
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the ap-
pearance of high performance to their supervisors while abusing others to get
ahead; most toxic behavior is passive and "under the radar."
5. 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
6. 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 pro-
ductivity, morale, trust, and cohesion
7. Toxic Behavior - Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
Shaming intending to reduce another's self-worth Public embarrassment
8. Toxic Behavior - Passive-aggressive behavior redirecting one's anger
Passive Hostility inappropriately on a target person or persons
