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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? correct answers 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? correct answers 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? correct answers Respectful engagement
The single greatest advantage any company can achieve is correct answers organization health
organizational culture correct answers "a pattern of shared basic assumptions that the group
learned as it solved its problems of external adaption and internal integration, which has worked
well enough to be considered valid and, therefore, to be taught to new members as the correct
way to perceive, think, and feel in relation to those problems
Embrace Feedback correct answers A strategic leader who models how to receive and process
feedback creates an environment that models how to react to critical incidents.
Transform the Culture correct answers • Leadership buy-in to subordinates • Subordinate gives
permission to be taught
• Leader and subordinates become vulnerable (creating the ability to identify strengths and
weaknesses)
• Proper administration of feedback.
, walk out and check outs correct answers unblock communication, become responsive, aim
higher
toxicity refers correct answers a 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): shaming, passive hostility, team sabotage, indifference, negativity, and exploitation
Shaming correct answers Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing
out mistakes intending to reduce another's self-worth Public embarrassment
Passive hostility correct answers 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)
Team sabotage correct answers 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
Indifference correct answers 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
Negativity correct answers 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
Exploitation correct answers The perception of getting ahead at the expense of others Inequality:
tolerating toxic people, who are often highly skilled, but punishing others Favoritism: special
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? correct answers 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? correct answers 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? correct answers Respectful engagement
The single greatest advantage any company can achieve is correct answers organization health
organizational culture correct answers "a pattern of shared basic assumptions that the group
learned as it solved its problems of external adaption and internal integration, which has worked
well enough to be considered valid and, therefore, to be taught to new members as the correct
way to perceive, think, and feel in relation to those problems
Embrace Feedback correct answers A strategic leader who models how to receive and process
feedback creates an environment that models how to react to critical incidents.
Transform the Culture correct answers • Leadership buy-in to subordinates • Subordinate gives
permission to be taught
• Leader and subordinates become vulnerable (creating the ability to identify strengths and
weaknesses)
• Proper administration of feedback.
, walk out and check outs correct answers unblock communication, become responsive, aim
higher
toxicity refers correct answers a 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): shaming, passive hostility, team sabotage, indifference, negativity, and exploitation
Shaming correct answers Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing
out mistakes intending to reduce another's self-worth Public embarrassment
Passive hostility correct answers 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)
Team sabotage correct answers 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
Indifference correct answers 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
Negativity correct answers 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
Exploitation correct answers The perception of getting ahead at the expense of others Inequality:
tolerating toxic people, who are often highly skilled, but punishing others Favoritism: special
