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LDR-302S Organizational Culture (SNCOA Test 2): Questions & Correct Solutions
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LDR-302S Organizational Culture (SNCOA Test 2): Questions & Correct Solutions
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LDR-302S Organizational Culture (SNCOA Test 2):Questions & Correct Solutions
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? Right Ans - 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? Right Ans - Respectful
engagement
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? Right Ans - Transform
the culture
Toxicity Right Ans - 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
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 Right Ans - 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 Right Ans - 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 Right Ans - Humiliation, sarcasm, put-downs,
jabs, blaming Persistently pointing out mistakes intending to reduce another's
self-worth Public embarrassment
Toxic Behavior - Passive Hostility Right Ans - 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)
Toxic Behavior - Team Sabotage Right Ans - 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 Right Ans - 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 Right Ans - 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 Right Ans - The perception of getting ahead
at the expense of others
Inequality: tolerating toxic people, who are often highly skilled, but punishing
others
Favoritism: special treatment for a select few
Nepotism: hiring unqualified friends or family
Taking credit for other's results and accomplishments
Toxic Organizations Right Ans - the value of "getting results" becomes the
priority, superseding core values.
Respectful Enagement Right Ans - 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
Involves behavioral norms of authenticity, affirmation,
attentive listening, transparency, open communication, trust, and mutual
support.
Enabling conditions and not narrowly on the toxic individual whose ingrained
behavior is reinforced by a results-rewarding system that tolerates toxicity
Targeted feedback Right Ans - performance improvement plan
Focusing on toxic behaviors and effects on individual and collective
performance. Targeted feedback involves
Identifying the problem by respectfully and nonjudgmentally describing the
toxic. Behavior; implementing a sequential
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