Questions:
1. Respondents of a survey conducted by the Center for Creative Leadership ranked which of the following traits low in terms of being important for successful leadership?
the ability to collaborate
the ability to build effective teams
the ability to be decisive
the ability to influence without exerting authority
2. The use of past experience to decide future actions is known as which of the following approaches to learning?
anticipatory learning
action learning
team learning
adaptive learning
3. The process of continually clarifying and expanding our personal vision, focusing our energies, and of seeing reality objectively is known as
systems thinking
personal mastery
shared vision
team learning
4. The author describes how GE emphasized action learning via a program that created teams of 8 to 12 people who came together to solve a real problem. Each team was coached by process experts, and employees learned through participation and experience. What was the name of this program?
Agility Change Process (ACP)
Process, Participation, Experience (PPE)
Change Acceleration Process (CAP)
Learning in Action (LIA)
5. What does the author warn regarding the concept of a learning organization?
the concept might become faddish
the concept might disappear forever
the concept might be adopted by other countries
the concept might be appropriated by government and nonprofit organizations
6. Bart Becht, CEO of Reckitt Benckiser, is known for developing four keys to creating a highly successful adaptive (or agile) organization. Which of the following is NOT one of these keys?
ruthless focus
staying the course
leveling the playing field
embracing conflict
7. Because of a special project, Khalib is asked to be part of a temporary group that is made up of individuals from marketing, customer service, engineering, and product development. The team has never worked together before, and will be dissolved once their work on this project is finished. This group would most likely be described as a(n)_______________.
open walled system
modular structure
shape-shifting
agile organization
8. Which of the following does the author cite as an example of a learning organization?
the U.S. Army
the U.S. Navy SEALs
NATO
the UN Security Council
9. Which of the following statements about mental models is FALSE?
Mental models shape a person's understanding of the world.
People intentionally create mental models and are aware of their scope of influence.
Because mental models are deep-rooted beliefs, they play an important role in motivating us.
Mental models affect our personal and professional behavior and communications.
10. What did more than 1,500 CEOs interviewed by IBM's Global Business Services group say is the MOST valued trait for a leader tasked with managing complex environments?
creativity
having an MBA from a top school
being friendly
staying the course