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LDR-302S Organizational Culture questions and answers graded A+ by experts 2024/2025
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LDR-302S Organizational Culture questions and answers graded A+ by experts 2024/2025

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  • 3 de mayo de 2024
  • 7
  • 2023/2024
  • Examen
  • Preguntas y respuestas

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  • ldr 302s organizational culture
  • describe toxic behaviors and their negative effect
  • leader assessment since toxic leaders are experts
  • identify conditions in which toxic behaviors can m

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  • LDR - 302S Organizational Culture
  • LDR - 302S Organizational Culture

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LDR-302S
Organizational
Culture
Describe
toxic
behaviors
and
their
negative
effects
upon
an
organization.
-
ANS•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.
-
ANSLeader
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.
-
ANSAn
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:
-
ANS•
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
subordinates
become
vulnerable
(creating
the
ability
to
identify
strengths
and
weaknesses)
5.
Proper
administration
of
feedback.
Identify
the
differences
between
various
leadership
models
-
ANSAdaptive
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)

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