WELL DETAILED ANSWERS|LATEST
UPDATE!!!2025/2026|GUARANTEED
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? - ANSWER 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? - ANSWER 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? - ANSWER Respectful engagement
Toxicity - ANSWER 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
1
,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 - ANSWER 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 - ANSWER 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 - ANSWER Humiliation, sarcasm, put-downs, jabs, blaming
Persistently pointing out mistakes intending to reduce another's self-worth Public
embarrassment
2
, Toxic Behavior - Passive Hostility - ANSWER 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 - ANSWER 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 - ANSWER 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 - ANSWER A corrosive interpersonal style that has a
negative
impact on individual and collective morale and
3
UPDATE!!!2025/2026|GUARANTEED
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? - ANSWER 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? - ANSWER 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? - ANSWER Respectful engagement
Toxicity - ANSWER 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
1
,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 - ANSWER 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 - ANSWER 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 - ANSWER Humiliation, sarcasm, put-downs, jabs, blaming
Persistently pointing out mistakes intending to reduce another's self-worth Public
embarrassment
2
, Toxic Behavior - Passive Hostility - ANSWER 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 - ANSWER 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 - ANSWER 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 - ANSWER A corrosive interpersonal style that has a
negative
impact on individual and collective morale and
3
