1. Which of the following is NOT included in the stages of the Universal Model of Leadership?

Pathogenic.

Unitive.

Reactive.

Creative.

Integral.

2. Which of the following items is NOT on the path from Patriarchy to Partnership?

CEO creating whole systems.

Participative management.

Engagement.

Total quality management.

Self-managed teams

3. Which of the following statements best describes the relationship of structure to higher leadership performance?

To attain higher effectiveness, you must reach higher performance.

When we see extraordinary leadership, we see well-honed capability arising on a higher-order platform of competence.

Since performance determines structure, if you want to evolve to a higher order structure, you must reach higher performance.

To perform more masterfully, your Inner Operating System (IOS) must evolve to a higher order mental-emotional structure.

4. When you see extraordinary leadership, what’s the best question to ask to understand what makes the leader extraordinary?

What are they doing that makes them extraordinary?

What operating system is that leader running to achieve such mastery?

Is this leader practicing competency, or consciousness?

Is this leader best at the inner game or the outer game?

5. Which of the following is the best method for a leader to manage unproductive conflict?

Send team members to conflict resolution training.

Hold a team building off-site to help the team work better together.

Ask each team member the question, “What would you do to resolve this conflict if you had freedom to act?” Then facilitate a discussion to resolve the conflict.

Ignore the conflict and give direction to the team.

6.Which of the following statements describes “Collaborator?”

Foster high-performance teamwork among team members who report to him/her.

Engage others in a manner that allows the parties involved to discover common ground.

Take interest in and form warm, caring relationships.

7.“Competence, fair treatment, commitment, engagement, listening, acting on suggestions, and providing inspiration, meaning, and direction.” These leadership expectations are

Implicit

Useful

Explicit

Required

8. Which of the following statements describes “Caring Connection?”

Take interest in and form warm, caring relationships.

Engage others in a manner that allows the parties involved to discover common ground.

Foster high-performance teamwork among team members who report to him/her.

9. Which of the following statements describes the Leadership Practice 2: Distilling Vision?

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

10. Which of the following is NOT one of the six systems of organizational effectiveness?

Leadership.

Metrics.

Training and Education.

Delivery.

Communication.

11. Which of the following is NOT a Promise of Leadership?

Ensure that business performance is improved.

Set the right direction and create meaningful work.

Set the right direction and create meaningful work.

Ensure that processes and systems facilitate focus and execution.

Engage all stakeholders and hold them accountable.

12. Which of these statements defines the strength of Egocentric Leadership?

This is the ability to take up membership, to work and live co-relationally with others and within organizations.

At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

Leaders at this level function as global visionaries and enact world service for the universal good.

13. The best metaphor the authors created for describing our relationship to Unity is that we are like waves on the ocean, not separate from the ocean. Which of the following statements best supports this metaphor?

We realize that we were always one with the Ocean, that we were never separate, and that all waves are one; we are all each other.

Some waves appear friendly; other waves may appear to threaten our ability to get what we want, and so we fear them.

We are separate waves and we experience ourselves on a journey across the ocean.

As separate waves, we experience the ups and downs of wave life.

14. Developing leadership effectiveness is…

An important task for the training staff.

Rarely a leadership priority.

The most important priority of executive leadership.

Less important than recruiting leaders.

15. Which of the following statements describes the Creative Mind”?

It creates an oscillating pattern of performance over time, the natural tendency of which is to seek equilibrium and return to normal.

It is about forming an organization that we believe in, accomplishing outcomes that matter most, and enhancing our collective capacity to achieve a desired future.

It is about establishing hierarchical, patriarchal structures, dynamics, and cultures.

16. Which of the following statements describes the Internal Operating System of the Creative Mind?

We develop new assumptions that are structured from the inside-out, not dependent on outside validation.

We believe that “my future is in your hands.”

Our beliefs depend on outside validation.

17. Which of the following statements is true about a company’s Leadership System?

The training staff must work very hard to help the leadership system to be effective. They must work hard to get leaders into leadership training programs to improve their leadership competencies.

The leadership system is the central organizing system and the collective effectiveness of the leaders in the system is critical to the organization’s health and success.

The CEO must be able to control and direct individual leaders and the leadership system for them to succeed.

18. Which of the following statements describes the Leadership Practice 1: Discerning Purpose?

It is to continue to give ourselves over to the pull of purpose, distill it into vision, and then deal with the anxieties that inevitably arise.

It is the practice of opening to a deeper knowing, a higher perception, a calling, an inner voice that says, “Stay with this,” or, “Do this now,” or, “This is who you are, what you stand for, what you need to move toward in your leadership.”

It takes courage to engage in the authentic dialogue needed to forward the vision, find leverage, and implement fundamental structural change.

It requires attention to the trail, to the minute, subtle, and detailed clues our life is leaving as we live it (or as it lives us).

It requires that we distill and refine a collective sense of purpose and through honest dialogue.

It is the willingness to be authentic, to speak and act in ways that express and embody our vision of greatness.

19. Which of the following statements about “Playing on Purpose or Playing Not to Lose” is true?

There is no safe way to be great, and there is no great way to be safe.

The safe paths have all been taken.

The paths left to us require risk.

Leadership is inherently risky.

All of the above.

20. Which of these statements defines the strength of Creative Leadership?

Leaders at this level function as global visionaries and enact world service for the universal good.

This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

This is the ability to take up membership, to work and live co-relationally with others and within organizations.

At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.

21. Which of the following is one of the three core reactive types?

Body.

Soul.

Heart.

22. Which of the following is the formula for the Leadership Quotient?

LQ = LE/LI

LQ = L1/L2

LQ = L2/L1

LQ = LI/LE

23. Which of the following statements best describes the relevance of the inner game and outer game to leadership behavior?

In high-pressure leadership roles, the outer game is the only game.

The inner game runs the outer game.

Most efforts at developing leaders only target the inner game, or consciousness.

The outer game (competence) is all that is essential to leadership.

24. Which of the following statements accurately describes Reactive Mind?

Reactive Leadership is well-equipped to lead transformation into high-performing cultures and structures.

Reactive mind is correlated to Leadership effectiveness.

To evolve beyond Reactive Leadership, we must first see it and know it deeply.

Reactive mind was formed to separate from the prevailing culture.

25. To fulfill the Leadership Imperative, which of the following ideas will make us LESS likely to succeed?

We need to work individually and collectively.

We need to work on specific skills and do so whenever we have the time.

Our efforts need to be long-term and systemic.

We need to integrate the inner and outer game of leadership.

We need to rethink how we develop leaders.

26. Which of the following statements accurately describes Integral Leaders?

It is built for complexity, designed for leading change within complex systems amid volatile, ambiguous, and rapidly changing environments.

The leader is capable of working effectively with people of all types and with people at every stage of Leadership Development.

The Leader has the ability to hold large conflicts, opposite visions, and redundant polarities in tension without reacting to them, trying to problem-solve them, or turning them into win-lose battles.

The Leader is in full possession of the entire array of gifts, strengths, and competencies that are required to lead effectively.

All of the above.

27. How do we describe the Leadership System?

It is the central organizing system.

It is one of the eight core systems within organizations.

It only consists of the CEO and the Board of Directors.

To achieve high performance, leaders must achieve high scores on their competency evaluations.

28. All leaders can accelerate their progress toward effectiveness by:

Asking

Learning

Managing expectations

All of the above

29. “Fiscal responsibility, accountability, strategy, and execution.” These leadership expectations are:

Useful

Required

Implicit

Explicit

30. Which of these statements defines the strength of Reactive Leadership?

This is the ability to take up membership, to work and live co-relationally with others and within organizations.

This is the minimum level required to create lean, engaged, innovative, visionary, agile, high-involvement, high-fulfillment organizations and to evolve adaptive organizational designs that can thrive.

Leaders at this level function as global visionaries and enact world service for the universal good.

At this stage of leadership, we can defer impulse gratification long enough to plan and organize to meet our needs.

This interior evolution is what enables leaders to see the whole system in a way that honors huge diversity, with many opposites in tension, and to engage it in a way that moves toward creative resolution.