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LDR-302S Organizational Culture questions and correct answers 2025/2026
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LDR-302S Organizational Culture questions and correct answers 2025/2026
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LDR-302S Organizational CultureDescribe toxic behaviors and their bad consequences upon an organization. - ANS•shaming
(the exercising of humiliation, sarcasm, potshots, or mistake-pointing with the rationale of
decreasing another's self-worth),
• passive hostility (the usage of passive-competitive conduct with the cause of directing
one's anger inappropriately),
• team sabotage (meddling with the intent to either set up one's personal power base or
make the team less efficient),
• indifference (an obvious lack of regard and compassion for the welfare of subordinates)
• negativity (an interpersonal fashion that has a terrible impact on organizational weather)
• exploitation (the notion that the superior is getting beforehand at crew member fee.)
Describe techniques that SNCOs can use to help facilitate a fantastic culture in an company.
- ANSLeader education and improvement- The means of addressing poisonous,
counterproductive management can't be restrained to punishment, removal, and dismissal
nor individualistic individual improvement. Leaders want talents in demonstrating and
promoting resect amongst group individuals
Leader evaluation- Since poisonous leaders are specialists in appearances, they generally
tend to benefit from the biased performance assessment machine. Supervisory leaders need
capabilities in figuring out toxic behaviors, confronting subordinates, and coaching
infantrymen in healthful leadership
Organizational lifestyle and policies- The purpose of the military departments' middle values
is to make clear expectancies and behaviors as a means of addressing toxic management.
The army departments want to enhance a culture that absolutely displays the highest
requirements of values-based totally conduct. Tis approach that contributors not handiest
chorus from disrespecting every different however that additionally they demonstrate the
very best resect for each other; that they no longer handiest provide the appearance of
selfless carrier as they pursue personal advantages but that in addition they serve to
empower others' fulfillment, even if they obtain not anything in go back; and that in addition
they maintain every different accountable.
Identify situations wherein toxic behaviors can appear themselves in an enterprise. - ANSAn
agency experiences toxicity due to the fact its subculture, guidelines, and systems create the
conditions for tolerating and permitting uncivil behaviors.
Typically, an organisation identifies the trouble handiest because the poisonous individual,
overlooking the environmental elements in its way of life, regulations, and systems which
might be developing the situations for the toxicity to flourish.
Leaders frequently take a strong stance against incivility but respond to allegations of
workplace toxicity with wonder, denial, excuses, and disbelief.
, A chief can be aware of however inclined to tolerate toxic behaviors due to the personal or
professional advantages because of the poisonous character's short-time period real or
perceived productivity.
Many instances, an corporation does no longer recognise the way to cope with a toxic man
or woman and either reassigns or isolates and reallocates the toxic person's responsibilities
to other, already overworked personnel, none of which moves deal with the conduct. Or, as
is often the case, the toxic individual is left in region and the centered man or woman is
reassigned out of the poisonous situation
We consciousness on 3 of Schein's 12 embedding mechanisms, 2 number one and 1
secondary, to show wherein capacity exists to transform subculture within the Defense
Department. The 3-step procedure is as follows: - ANS• verify and benchmark organizational
tradition-- : What leaders be aware of, degree, and manipulate on a normal foundation
• include remarks-- Leader reactions to important incidents and organizational crise
• remodel the tradition-- Changing organizational systems and methods--1. Leadership
purchase-in to subordinates 2. Subordinate offers permission to gain knowledge of four.
Leader and subordinates come to be susceptible (creating the ability to discover strengths
and weaknesses) five. Proper administration of comments.
Identify the variations among diverse management fashions - ANSAdaptive Leadership-
Issues may be tough to discover or now not simply understood; happens in the intestine &
heart; relational work; demanding situations the fame quo
Transformational Leadership- requires leaders to have four varieties of behaviors; idealized
affect, inspirational motivation, highbrow motivation, individualized consideration
Transactional Leadership- relies on rewards and punishments; extrinsically motivated,
practicality, resistance to trade, discourages independent thinking
Servant Leadership- is topside down; has 10 behaviors: listening, empathy, restoration,
consciousness, persuasion, conceptualization, foresight, stewardship, commitment to boom,
constructing network
Leader-Member Exchange Model- stresses the significance of variable relationships among
sups & their subordinates; in organization & out group
Two-Factor Theory- identifies motivation elements, which affect satisfaction, and hygiene
factors, which decide dissatisfaction
Strengths Based Leadership- focuses on leaders spotting and honing their strengths whilst
trusting and taking part with others to make up for susceptible factors; operational roles,
collaborative roles, advisory roles
Situational Theory of Leadership- specializes in the characteristics of the followers because
the most crucial element of the situation and determining the effective leadership behavior
- telling- ^ tasks, v people
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