C
SNCOA LDR-303S Improving Organizations A+ questions
and answers 2025/2026
Terms in this set (69)
Changing organizational systems Transform the culture
and
procedures BEST describes
which of the following
embedding mechanisms, which
serve as the conscious and
subconscious ways of forming
organization culture?
In an article by Chaplain Kenneth Cost of absenteeism
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?
Treating each individual with Respectful engagement
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?
, 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
Toxicity 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.”
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.
Toxic Personnel
experts in presenting an image of high performance to their
superiors; they simultaneously 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
Toxic protectors benefiting from apparent high performance.
sabotage the organization by ignoring or enabling behaviors that
degrade productivity, morale, trust, and cohesion
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing
Toxic Behavior - Shaming
out mistakes intending to reduce another's self-worth Public
embarrassment
, Passive-aggressive behavior redirecting
one's anger inappropriately on a target
person or persons
Toxic Behavior - Passive Hostility
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)
Meddling to establish one's personal power base, resulting in
decreased cohesion and performance
Inconsistency: unclear, constantly changing expectations and
Toxic Behavior - Team Sabotage
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
SNCOA LDR-303S Improving Organizations A+ questions
and answers 2025/2026
Terms in this set (69)
Changing organizational systems Transform the culture
and
procedures BEST describes
which of the following
embedding mechanisms, which
serve as the conscious and
subconscious ways of forming
organization culture?
In an article by Chaplain Kenneth Cost of absenteeism
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?
Treating each individual with Respectful engagement
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?
, 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
Toxicity 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.”
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.
Toxic Personnel
experts in presenting an image of high performance to their
superiors; they simultaneously 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
Toxic protectors benefiting from apparent high performance.
sabotage the organization by ignoring or enabling behaviors that
degrade productivity, morale, trust, and cohesion
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing
Toxic Behavior - Shaming
out mistakes intending to reduce another's self-worth Public
embarrassment
, Passive-aggressive behavior redirecting
one's anger inappropriately on a target
person or persons
Toxic Behavior - Passive Hostility
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)
Meddling to establish one's personal power base, resulting in
decreased cohesion and performance
Inconsistency: unclear, constantly changing expectations and
Toxic Behavior - Team Sabotage
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
