8/22/24, 1:24 AM
LDR-302S Organizational Culture
Jeremiah
Practice questions for this set
Terms in this set (27)
1/7
, 8/22/24, 1:24 AM
• 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
Describe toxic behaviors and their negative
or make the team less productive),
effects upon an organization.
• 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.)
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
Describe methods that SNCOs can use to
healthy leadership
help facilitate a positive culture in an
organization.
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.
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.
Identify conditions in which toxic behaviors
can manifest themselves in an organization.
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
2/7
LDR-302S Organizational Culture
Jeremiah
Practice questions for this set
Terms in this set (27)
1/7
, 8/22/24, 1:24 AM
• 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
Describe toxic behaviors and their negative
or make the team less productive),
effects upon an organization.
• 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.)
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
Describe methods that SNCOs can use to
healthy leadership
help facilitate a positive culture in an
organization.
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.
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.
Identify conditions in which toxic behaviors
can manifest themselves in an organization.
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
2/7
