LDR - 302S Organizational Culture Questions and
Answers 2025-2026
LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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
,LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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:
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
, LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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
Answers 2025-2026
LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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
,LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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:
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
, LDR - 302S Organizational Culture Questions and
Answers 2025-2026
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
