Exam (elaborations)
LDR-302S ORGANIZATIONAL CULTURE
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LDR-302S ORGANIZATIONAL CULTURE
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LDR-302S ORGANIZATIONAL CULTUREDescribe toxic behaviors and their negative effects upon an organization. - Answers-
•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. - Answers- 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-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.
- Answers- 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
Identify the differences between various leadership models - Answers- Adaptive
Leadership- Issues may be hard to identify or not clearly understood; happens in the gut
& heart; relational work; challenges the status quo
Transformational Leadership- requires leaders to have 4 types of behaviors; idealized
influence, inspirational motivation, intellectual motivation, individualized consideration
Transactional Leadership- relies on rewards and punishments; extrinsically motivated,
practicality, resistance to change, discourages independent thinking
Servant Leadership- is topside down; has 10 behaviors: listening, empathy, healing,
awareness, persuasion, conceptualization, foresight, stewardship, commitment to
growth, building community
Leader-Member Exchange Model- stresses the importance of variable relationships
between sups & their subordinates; in group & out group
Two-Factor Theory- identifies motivation factors, which affect satisfaction, and hygiene
factors, which determine dissatisfaction
Strengths Based Leadership- focuses on leaders recognizing and honing their strengths
while trusting and collaborating with others to make up for weak points; operational
roles, collaborative roles, advisory roles
Situational Theory of Leadership- focuses on the characteristics of the followers as the
most important element of the situation and determining the effective leadership
behavior
- telling- ^ tasks, v people
-selling- ^ tasks, people (lack skill, willing)
-participating- v tasks, ^ people (have skill, insecure)
-delegating- v tasks, people
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: - Answers- • assess and benchmark organizational culture--
: What leaders pay attention to, measure, and control on a regular basis
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