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LDR - 302S ORGANIZATIONAL CULTURE (SNCOA
TEST 2) STUDY GUIDE – EXPERT VERIFIED ACTUAL
QUESTIONS & ANSWERS FOR GUARANTEED PASS
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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?
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?
selects - it is not clear how a leader selects members of the in group, but the decision may be based on personal compatibility and subordinates competence
two-factor theory - Herzberg study
Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction -no longer held in high esteem by organizational behavior researchers
Motivation Factors - achievement, recognition, work, advancement
Hygiene Factors - supervision, pay and security, policies, working conditions
Strengths based leadership
the complete leader myth can cause stress and frustration for leaders and followers. The best leaders recognize and hone their strengths while trusting and collaborating with others to make up for their weak points
A strength is the ability to consistently provide near-perfect performance in a specific activity
Talents are you natural patterns of thought, feeling and behavior. Talents are things you just do.
Once recognized, talents can be turned into strengths by consciously developing and enhancing them with learning & practice.
An individuals strengths influences how effective a leader might be in a particular role
three types of leadership roles
operational role - set goals establish plans, and get things done, focus on vertical hierarchy and position power, doggedly focused on delivering results, high self-confidence, and tend to be assertive
collaborative role - typically don't have strong position power, work behind the scenes, using personal power, excellent people skills to build relationships, they are highly proactive and tenacious
advisory role - provide guidance and support to other people, develop broad organizational capabilities, need great people skills, high levels of honesty, integrity and trust (human resources, finance positions
situational theory of leadership
focuses on the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior
leader adopts one of four styles, based on a combination of relationship (concern for people) and task (concern for production) behavior
4 styles are :
Respectful engagement
Toxicity
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:
- shaming
- passive
- hostility
- team sabotage
- indifference negativity
- 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
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
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
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to reduce another's self-worth Public embarrassment
Toxic Behavior - Passive Hostility
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
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
An apparent lack of regard for the welfare of others, especially subordinates
individual whose ingrained behavior is reinforced by a results-rewarding system that tolerates toxicity
targeted feedback
performance improvement plan
focusing on toxic behaviors and effects on individual and collective performance. Targeted feedback involves identifying the problem by respectfully and nonjudgmentally describing the toxic. behavior; implementing a sequential process to target a resolution by clarifying the behavior as a problem; allowing response and discussion; obtaining agreement about the problem, if possible, and brainstorming courses of action; and selecting a course of action with goals and a timeline for regular follow-up. While most people respond positively to feedback, toxic people are resistant, requiring a specific plan and persistent accountability.
How to detox and create a culture with respect
Confront Toxic Personnel and Their Protectors
Provide Training in Respectful Engagement
(VIDEO) 3 Ways to Create a Work Culture that Brings Out the Best in Employees
- Unblock Communication - when we feel like we are unimportant we stop caring as much; invite people to speak up
-causing check-outs/google walkouts
- Become Responsive
- Aim Higher - invite people to bring whole selves to work
Toxic Leader
toxic leader is characerized by a patern of counterproductive, abusive, and uncivil behaviors, including
•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 esablish one's personal power base or make the team less productive), •an apparent lack of regard and compassion for the welfare of subordinates, an interpersonal style that has a negative impact on organizational climate, and
- the perception that the superior is get- ting ahead at team member expense.
Five Step Process to determine the costs of organizational toxicity to the military
Step 1: Determine the prevalence: likelihood that an employee will become a target
Step 2: Calculate the number of personnel who
experience toxicity.
Step 3: Calculate the average hourly wage of employees.
Step 4: Calculate the percentage of efects.
Step 5: Calculate the cost.
Toxic Leadership Among Military Personnel
58.2 percent said they avoided the toxic leader, 51.6 percent worried about interacion, 2.2 percent experienced increased absenteeism, 43.9 percent discussed the toxicity with a coworker, 51.1 percent discussed it with a family member, 15.4 percent experienced increased physical health issues, and 17 percent experienced increased mental health issues
advantages of transactional leadership
- helps in effectively removing doubt or uncertainty
- helps in measuring success by setting clear guidelines
-clear and easy to understand framework structure
-helps in reducing costs
disadvantages of transactional leadership
- does not encourage creativity
- puts excessive reliance on the knowledge and expertise of a single person
- the contingent reward system has been found ineffective in studies
- no flexibility to cater to emotions of employees because of stringent rules
servant leadership
a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world.
10 principles of servant leadership
- listening - actively listen ; act in a meaningful way
- empathy - getting to know your teams - strengths & weaknesses/likes & dislikes/motivators
- healing - coaching/mentoring/relationship orientated leadership
- awareness - understanding own strengths and talents/ weaknesses and areas for improvement for personal growth and development
- Persuasion - wants people to want to follow - authentic followers
- conceptualization - clear direction of where the company is going
- foresight - understanding lessons learned from past - reflective
- stewardship - ethical focus on more than just profits
- commitment to the growth of people - deep commitment to personal and professional growth 10 - building community - social and task oriented communities
leader-member exchange model
stresses the importance of variable relationships between supervisors and each of their subordinates
In Group - the model suggests that supervisors establish a special relationship with a small number of trusted subordinates referred to as the "in group" "in the know" - higher levels of performance and satisfactoin
out group - subordinates who are not a part of the in group are, they receive less of the supervisors time & attention - mundane tasks, fewer rewards from supervisor
they expect employees to meet. During reviews, leaders can further elaborate on expectations and standards. If they give employees clear, measurable steps to success, employees may be more likely to meet and exceed expectations.
Which of the following BEST describes when employees receive a clear understanding of their role within any collective process and collaborate to achieve something in the future?
Encourages a shared vision
Video: the values and ethics of texas instruments
social responsibility - great companies build great communities; communities build great companies; invest in communities; employees develop greater sense of purpose; not afraid to change; stay connected and innovative; bring in great people
Bounded ethicality
the idea that our ability to make ethical choices is often limited or restricted because of internal and external pressures
confirmation bias
- autocratic - have self-confidence, self-motivated, communicate clearly and consistently, follow the rules, dependable, value highly structured environments, believe in supervised work environments
- laissez-faire - hands-off, effectively delegate, believe in freedom of choice, provide sufficient resources and tools, will take control if needed, offer constructive criticism, foster leadership qualities in your team, promote an autonomous work environment
- democratic - value group discussions, like input from others when making decisions, promote shared ideas, are flexible, are a good mediator
- pacesetter - high standards, focus on goals, slow to praise, jump in to hit goals if needed, highly competent, value performance over soft skills
- bureaucratic - detail oriented, task-focused, value rules and structure, great work ethic, strong-willed, commitment to your organization, self- disciplined
organizational culture and leadership
set of values that defines a company and how the company's leadership exemplifies and reinforces those values. It defines the behaviors and actions the company expects employees to take to create a positive environment while helping the business succeed. Organizational culture also guides a company's mission and objectives, making it important to clearly define so each employee fully understands the mission they're working towards.
How Leadership affect organizational culture
Defines and teaches core values
You can define a strong business culture by its firmly held core values that are organized, shared and transmitted by employees. Leaders are role models who demonstrate behaviors that reflect the company's core values. Effective leaders show their employees what actions they should take to fully embrace
workplace values. It's the duty of a leader to translate the mission of an organization into tangible results
Fosters a desire to learn
A quality leader demonstrates a genuine interest in promoting the growth of their employees. For that reason, they freely share what they know with others. They help team members build a career path, then share the knowledge that the employee needs to follow it. Leaders promote the idea that employees can learn from any opportunity.
By encouraging employees to take risks in order to grow their knowledge base, effective leaders are able to foster a culture of learning and growth. Employees who feel safe to explore and learn may find their work more fulfilling and meaningful. They feel more inclined to collaborate and learn from others.
Promotes a culture of recognition
When leaders let employees know that their contributions are valuable, they foster a culture of recognition. The task of the leader is to reward and incentivize hard work and good behavior. When leaders give positive praise, they help employees feel fulfilled and confident. Leadership fosters a culture of appreciation. Quality leaders encourage their employees to recognize other coworkers for their positive contributions. For instance, during a team meeting, a manager could ask coworkers to share specific instances of when a colleague excelled. A workplace culture where everyone celebrates success builds stronger teams.
Encourages a shared vision
Effective leaders define a shared goal for which everyone can strive. They promote a vision of the future that's positive and value-based. By outlining detailed steps, they show team members how to successfully reach a goal. Employees receive a clear understanding of their role within any collective process and collaborate to achieve a shared vision of the future. Being able to describe a realistic vision inspires employees to be more productive. When they accomplish goals, employees feel fulfilled and valued. Seeing results helps them understand how they contribute to the company
The inability to see ethical issues clearly
what happens when we don't recognize the moral implications of a problem or we have a distorted moral vision/moral blindness
moral muteness
occurs when people witness unethical behavior and choose not to say anything; can also occur when people communicate in ways that obscure their moral beliefs and commitments
Moral Pluralism
the idea that there can be conflicting moral views that are each worthy of respect; sometimes difficult to chose between competing values
ethical fading
occurs when the ethical aspects of a decision disappear from view; focus heavily on some other aspect of a decision such as profitability or winning
Which of the following BEST describes "Ethical Fading"?
Occurs when the ethical aspects of a decision disappear from view
Which of the following BEST describes the inability to see ethical issues clearly?
Moral Myopia
ethical leadership part I
Five phases of DEOCS
Prepare - 4 steps - planning (establishing current foundation of climate assessment; plan development; CC/Director Inbrief; notifications
Conduct
Interpret
Develop
Execute
Ethical Leadership part 1 (video)
- act ethically as an inspiration to others; personal examples set by leaders 2. they communicate and manage their organizations culture to promote ethical actions by subordinates
most adults don't have an adequate moral compass look outside themselves for guidance. Leaders are particularly vulnerable; instant entitlement bias
Ethical Leadership part II (video)
effective leaders lead by example; respect for other people; establish ethical norms high expectations; communicate to others those ethical norms. Leaders establish What does our organization stand for? Code of ethics; must implement employment practices; leaders can use psychological knowledge; don't overwork employees or acute time pressure; dirty or unlit place more unethical frequently reminded to live up to values
To overcome perceptions, what should a commander use to validate the DEOCS survey report findings?
Use additional assessment methods
What are some considerations that need to be addressed when executing a Climate Survey?
Maximum participation creates the best results.
During what phase of the DEOCS process is the action plan developed?
Develop
Directives that emphasize to subordinates the results to be attained, not how they are to achieve them, are referred to as:
Mission Orders
Authority, responsibility, decision-making, and leadership make up which of the following?
Elements of Command
disparaging the President or other senior leaders
The social media guidelines for which of the following groups provides an avenue to help shape conversations about their units and missions and connect with people on a personal level?
Leaders
Resilience
Empowering Leaders and
their personnel to increase morale, cohesion, and readiness by recognizing when someone needs help, decreasing barriers to help-seeking, and creating a culture in which Military and Civilian Airmen and their families thrive
•Create spaces that are inclusive and within which people feel a sense of belonging
- Communicate in ways in which people feel valued and their contributions are meaningful
•Set norms that convey intolerance of any form of harassment or interpersonal violence
•Establish the expectation that everyone is responsible for preventing negative outcomes and everyone is expected to do their part
Establish Norms
Talk about times you struggled and the help – mental, physical, spiritual, social
- that helped you get through it
- Encourage all Military and Civilian Airmen to seek help early
•Dispel the myth that seeking help – especially seeking help early – will have a negative career impact. Make it personal and lead by example sharing vulnerableness to issues that require professional help
