AND 100% CORRECT WELL DETAILED
ANSWERS|LATEST
UPDATE!!!2025/2026|GUARANTEED
Describe toxic behaviors and their negative effects upon an organization. -
ANSWER •shaming (the exercise of humiliation, sarcasm, potshots, or mistake-
pointing with the intent of reducing another's self-worth),
• passive hostility (the use of passive-aggressive behavior with the intent of directing one's
anger inappropriately),
• team sabotage (meddling with the intent to either establish one's personal power base or
make the team less productive),
• indifference (an apparent lack of regard and compassion for the welfare of subordinates)
• negativity (an interpersonal style that has a negative impact on organizational climate)
• exploitation (the perception that the superior is getting ahead at team member expense.)
Describe methods that SNCOs can use to help facilitate a positive culture in an organization.
- ANSWER Leader training and development- The means of addressing toxic,
counterproductive leadership cannot be limited to punishment, removal, and dismissal nor
individualistic character development. Leaders need skills in demonstrating and promoting
resect among team members
Leader assessment- Since toxic leaders are experts in appearances, they tend to benefit from
the biased performance evaluation system. Supervisory leaders need skills in identifying
toxic behaviors, confronting subordinates, and coaching soldiers in healthy leadership
Organizational culture and policies- The purpose of the military departments' core values is
to clarify expectations and behaviors as a means of addressing toxic leadership. the military
departments need to reinforce a culture that truly reflects the highest standards of values-
1
, based behavior. Tis means that members not only refrain from disrespecting each other but
that they also demonstrate the highest resect for each other; that they not only give the
appearance of selfless service as they pursue personal benefits but that they also serve to
empower others' success, even if they receive nothing in return; and that they also hold
each other accountable.
Identify conditions in which toxic behaviors can manifest themselves in an organization. -
ANSWER An organization experiences toxicity because its culture, policies, and
systems create the conditions for tolerating and enabling uncivil behaviors.
Typically, an organization identifies the problem only as the toxic individual, overlooking the
environmental factors in its culture, policies, and systems that are creating the conditions for
the toxicity to flourish.
Leaders often take a strong stance against incivility yet respond to allegations of workplace
toxicity with surprise, denial, excuses, and disbelief.
A leader may be aware of but willing to tolerate toxic behaviors due to the personal or
professional benefits resulting from the toxic person's short-term factual or perceived
productivity.
Many times, an organization does not know how to deal with a toxic person and either
reassigns or isolates and reallocates the toxic person's responsibilities to other, already
overworked personnel, none of which actions address the behavior. Or, as is often the case,
the toxic person is left in place and the targeted person is reassigned out of the toxic
situation
We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show
where potential exists to transform culture in the Defense Department. The three-step
process is as follows: - ANSWER • assess and benchmark organizational culture-- :
What leaders pay attention to, measure, and control on a regular basis
• embrace feedback-- Leader reactions to critical incidents and organizational crise
• transform the culture-- Changing organizational systems and procedures--1. Leadership
buy-in to subordinates 2. Subordinate gives permission to be taught 4. Leader and
2
ANSWERS|LATEST
UPDATE!!!2025/2026|GUARANTEED
Describe toxic behaviors and their negative effects upon an organization. -
ANSWER •shaming (the exercise of humiliation, sarcasm, potshots, or mistake-
pointing with the intent of reducing another's self-worth),
• passive hostility (the use of passive-aggressive behavior with the intent of directing one's
anger inappropriately),
• team sabotage (meddling with the intent to either establish one's personal power base or
make the team less productive),
• indifference (an apparent lack of regard and compassion for the welfare of subordinates)
• negativity (an interpersonal style that has a negative impact on organizational climate)
• exploitation (the perception that the superior is getting ahead at team member expense.)
Describe methods that SNCOs can use to help facilitate a positive culture in an organization.
- ANSWER Leader training and development- The means of addressing toxic,
counterproductive leadership cannot be limited to punishment, removal, and dismissal nor
individualistic character development. Leaders need skills in demonstrating and promoting
resect among team members
Leader assessment- Since toxic leaders are experts in appearances, they tend to benefit from
the biased performance evaluation system. Supervisory leaders need skills in identifying
toxic behaviors, confronting subordinates, and coaching soldiers in healthy leadership
Organizational culture and policies- The purpose of the military departments' core values is
to clarify expectations and behaviors as a means of addressing toxic leadership. the military
departments need to reinforce a culture that truly reflects the highest standards of values-
1
, based behavior. Tis means that members not only refrain from disrespecting each other but
that they also demonstrate the highest resect for each other; that they not only give the
appearance of selfless service as they pursue personal benefits but that they also serve to
empower others' success, even if they receive nothing in return; and that they also hold
each other accountable.
Identify conditions in which toxic behaviors can manifest themselves in an organization. -
ANSWER An organization experiences toxicity because its culture, policies, and
systems create the conditions for tolerating and enabling uncivil behaviors.
Typically, an organization identifies the problem only as the toxic individual, overlooking the
environmental factors in its culture, policies, and systems that are creating the conditions for
the toxicity to flourish.
Leaders often take a strong stance against incivility yet respond to allegations of workplace
toxicity with surprise, denial, excuses, and disbelief.
A leader may be aware of but willing to tolerate toxic behaviors due to the personal or
professional benefits resulting from the toxic person's short-term factual or perceived
productivity.
Many times, an organization does not know how to deal with a toxic person and either
reassigns or isolates and reallocates the toxic person's responsibilities to other, already
overworked personnel, none of which actions address the behavior. Or, as is often the case,
the toxic person is left in place and the targeted person is reassigned out of the toxic
situation
We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show
where potential exists to transform culture in the Defense Department. The three-step
process is as follows: - ANSWER • assess and benchmark organizational culture-- :
What leaders pay attention to, measure, and control on a regular basis
• embrace feedback-- Leader reactions to critical incidents and organizational crise
• transform the culture-- Changing organizational systems and procedures--1. Leadership
buy-in to subordinates 2. Subordinate gives permission to be taught 4. Leader and
2
