LDR - 302S Organizational Culture
Changing organizational systems and
procedures BEST describes which of
the following embedding mechanisms,
Transform the culture
which serve as the conscious and sub-
conscious ways of forming organization
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 worry-
Cost of absenteeism ing, physical and mental health, absen-
teeism, avoidance, and conversations
with co-workers. Which of the five effects
of toxic leadership measured caused the
LEAST financial impact for the organiza-
tion?
Treating each individual with dignity and
fairness, with the operational premise
Respectful engagement that you treat others in concert with the
way you would like to be treated BEST
defines which of the following?
pattern of combined, counterproductive
behaviors
encompassing not only harmful leader-
ship but also abusive supervision, bully-
ing, and workplace incivility, involving
leaders, peers, and direct reports as of-
fenders, incorporating six specific behav-
iors (see table):
Toxicity
Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
, LDR - 302S Organizational Culture
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."
highly competent, dedicated to task ac-
complishment, possess skills or exper-
tise needed by the organization, and at
least appear to be productive in the short
term.
Toxic Personnel
experts in presenting an image of high
performance to their superiors; they si-
multaneously create "a trust tax" that
debits from results
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
Toxic protectors
high performance.
sabotage the organization by ignoring or
enabling behaviors that degrade produc-
tivity, morale, trust, and cohesion
Humiliation, sarcasm, put-downs, jabs,
blaming Persistently pointing out mis-
Toxic Behavior - Shaming
takes intending to reduce another's
self-worth Public embarrassment
Passive-aggressive behavior redirecting
one's anger
inappropriately on a target person or per-
sons Toxic Behavior - Passive Hostility
Resenting requests, deliberate procrasti-
nation, and intentional mistakes to avoid
, LDR - 302S Organizational Culture
serving others
Complaints of injustice and lack of ap-
preciation
Compliments that veil criticism
Always getting in the last word (punch)
Meddling to establish one's personal
power base, resulting in decreased co-
hesion and performance
Inconsistency: unclear, constantly
changing expectations and unpre-
dictable policies, procedures, and be-
Toxic Behavior - Team Sabotage
haviors
Dysfunctional communication: in order to
maintain power and control, withholding
key information, sharing incomplete in-
formation, or sharing partial items of in-
formation resulting in each person hav-
ing incomplete data
An apparent lack of regard for the welfare
of others,
especially subordinates
Toxic Behavior - Indifference
Lack of compassion and empathy
Excluding certain people
Disinterested in the successes and un-
sympathetic to the suffering of others
A corrosive interpersonal style that has a
negative
impact on individual and collective
morale and
motivation Toxic Behavior - Negativity
Malice: cruelty and degradation are more
prevalent than kindness
Narcissism: uncaring abuse of others for
personal gain
The perception of getting ahead at the
expense of
Changing organizational systems and
procedures BEST describes which of
the following embedding mechanisms,
Transform the culture
which serve as the conscious and sub-
conscious ways of forming organization
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 worry-
Cost of absenteeism ing, physical and mental health, absen-
teeism, avoidance, and conversations
with co-workers. Which of the five effects
of toxic leadership measured caused the
LEAST financial impact for the organiza-
tion?
Treating each individual with dignity and
fairness, with the operational premise
Respectful engagement that you treat others in concert with the
way you would like to be treated BEST
defines which of the following?
pattern of combined, counterproductive
behaviors
encompassing not only harmful leader-
ship but also abusive supervision, bully-
ing, and workplace incivility, involving
leaders, peers, and direct reports as of-
fenders, incorporating six specific behav-
iors (see table):
Toxicity
Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
, LDR - 302S Organizational Culture
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."
highly competent, dedicated to task ac-
complishment, possess skills or exper-
tise needed by the organization, and at
least appear to be productive in the short
term.
Toxic Personnel
experts in presenting an image of high
performance to their superiors; they si-
multaneously create "a trust tax" that
debits from results
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
Toxic protectors
high performance.
sabotage the organization by ignoring or
enabling behaviors that degrade produc-
tivity, morale, trust, and cohesion
Humiliation, sarcasm, put-downs, jabs,
blaming Persistently pointing out mis-
Toxic Behavior - Shaming
takes intending to reduce another's
self-worth Public embarrassment
Passive-aggressive behavior redirecting
one's anger
inappropriately on a target person or per-
sons Toxic Behavior - Passive Hostility
Resenting requests, deliberate procrasti-
nation, and intentional mistakes to avoid
, LDR - 302S Organizational Culture
serving others
Complaints of injustice and lack of ap-
preciation
Compliments that veil criticism
Always getting in the last word (punch)
Meddling to establish one's personal
power base, resulting in decreased co-
hesion and performance
Inconsistency: unclear, constantly
changing expectations and unpre-
dictable policies, procedures, and be-
Toxic Behavior - Team Sabotage
haviors
Dysfunctional communication: in order to
maintain power and control, withholding
key information, sharing incomplete in-
formation, or sharing partial items of in-
formation resulting in each person hav-
ing incomplete data
An apparent lack of regard for the welfare
of others,
especially subordinates
Toxic Behavior - Indifference
Lack of compassion and empathy
Excluding certain people
Disinterested in the successes and un-
sympathetic to the suffering of others
A corrosive interpersonal style that has a
negative
impact on individual and collective
morale and
motivation Toxic Behavior - Negativity
Malice: cruelty and degradation are more
prevalent than kindness
Narcissism: uncaring abuse of others for
personal gain
The perception of getting ahead at the
expense of
