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

• TO PERFORM MORE MASTERFULLY, YOUR INNER OPERATING SYSTEM (IOS) MUST EVOLVE TO A HIGHER ORDER MENTAL-EMOTIONAL STRUCTURE.
• 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 ATTAIN HIGHER EFFECTIVENESS, YOU MUST REACH HIGHER PERFORMANCE.

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

• 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.
• 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.
• AT THIS STAGE OF LEADERSHIP, WE CAN DEFER IMPULSE GRATIFICATION LONG ENOUGH TO PLAN AND ORGANIZE TO MEET OUR NEEDS.
• THIS IS THE ABILITY TO TAKE UP MEMBERSHIP, TO WORK AND LIVE CO-RELATIONALLY WITH OTHERS AND WITHIN ORGANIZATIONS.

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

• EXPLICIT
• REQUIRED
• USEFUL
• IMPLICIT

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

• ASKING
• LEARNING
• MANAGING EXPECTATIONS
• ALL OF THE ABOVE

5. 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?
• IS THIS LEADER PRACTICING COMPETENCY, OR CONSCIOUSNESS?
• IS THIS LEADER BEST AT THE INNER GAME OR THE OUTER GAME?
• WHAT OPERATING SYSTEM IS THAT LEADER RUNNING TO ACHIEVE SUCH MASTERY

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

• THE OUTER GAME (COMPETENCE) IS ALL THAT IS ESSENTIAL TO LEADERSHIP.
• THE INNER GAME RUNS THE OUTER GAME.
• IN HIGH-PRESSURE LEADERSHIP ROLES, THE OUTER GAME IS THE ONLY GAME.
• MOST EFFORTS AT DEVELOPING LEADERS ONLY TARGET THE INNER GAME, OR CONSCIOUSNESS

7. How do we describe the Leadership System?

• TO ACHIEVE HIGH PERFORMANCE, LEADERS MUST ACHIEVE HIGH SCORES ON THEIR COMPETENCY EVALUATIONS.
• IT ONLY CONSISTS OF THE CEO AND THE BOARD OF DIRECTORS.
• IT IS ONE OF THE EIGHT CORE SYSTEMS WITHIN ORGANIZATIONS.
• IT IS THE CENTRAL ORGANIZING SYSTEM.

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

• 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.
• 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

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

• TO EVOLVE BEYOND REACTIVE LEADERSHIP, WE MUST FIRST SEE IT AND KNOW IT DEEPLY.
• REACTIVE LEADERSHIP IS WELL-EQUIPPED TO LEAD TRANSFORMATION INTO HIGH-PERFORMING CULTURES AND STRUCTURES.
• REACTIVE MIND WAS FORMED TO SEPARATE FROM THE PREVAILING CULTURE.
• REACTIVE MIND IS CORRELATED TO LEADERSHIP EFFECTIVENESS

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

• INTEGRAL.
• REACTIVE.
• PATHOGENIC.
• CREATIVE.
• UNITIVE.

11. 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

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

• IT IS ABOUT ESTABLISHING HIERARCHICAL, PATRIARCHAL STRUCTURES, DYNAMICS, AND CULTURES.
• 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 CREATES AN OSCILLATING PATTERN OF PERFORMANCE OVER TIME, THE NATURAL TENDENCY OF WHICH IS TO SEEK EQUILIBRIUM AND RETURN TO NORMAL

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

• LEADERS AT THIS LEVEL FUNCTION AS GLOBAL VISIONARIES AND ENACT WORLD SERVICE FOR THE UNIVERSAL GOOD.
• 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.
• 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

14. 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

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

• 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.
• LEADERS AT THIS LEVEL FUNCTION AS GLOBAL VISIONARIES AND ENACT WORLD SERVICE FOR THE UNIVERSAL GOOD.
• 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.
• AT THIS STAGE OF LEADERSHIP, WE CAN DEFER IMPULSE GRATIFICATION LONG ENOUGH TO PLAN AND ORGANIZE TO MEET OUR NEEDS.

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

• 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.
• ENSURE THAT BUSINESS PERFORMANCE IS IMPROVED

17. 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 ARE SEPARATE WAVES AND WE EXPERIENCE OURSELVES ON A JOURNEY ACROSS THE OCEAN.
• 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.
• AS SEPARATE WAVES, WE EXPERIENCE THE UPS AND DOWNS OF WAVE LIFE.
• SOME WAVES APPEAR FRIENDLY; OTHER WAVES MAY APPEAR TO THREATEN OUR ABILITY TO GET WHAT WE WANT, AND SO WE FEAR THEM.

18. Developing leadership effectiveness is…

• LESS IMPORTANT THAN RECRUITING LEADERS.
• RARELY A LEADERSHIP PRIORITY.
• AN IMPORTANT TASK FOR THE TRAINING STAFF.
• THE MOST IMPORTANT PRIORITY OF EXECUTIVE LEADERSHIP

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

• USEFUL
• REQUIRED
• EXPLICIT
• IMPLICIT

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

• OUR BELIEFS DEPEND ON OUTSIDE VALIDATION.
• WE BELIEVE THAT “MY FUTURE IS IN YOUR HANDS.”
• WE DEVELOP NEW ASSUMPTIONS THAT ARE STRUCTURED FROM THE INSIDE-OUT, NOT DEPENDENT ON OUTSIDE VALIDATION.

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

• 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 RETHINK HOW WE DEVELOP LEADERS.
• WE NEED TO INTEGRATE THE INNER AND OUTER GAME OF LEADERSHIP.
• WE NEED TO WORK INDIVIDUALLY AND COLLECTIVELY.

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

• TOTAL QUALITY MANAGEMENT.
• CEO CREATING WHOLE SYSTEMS.
• SELF-MANAGED TEAMS.
• ENGAGEMENT.
• PARTICIPATIVE MANAGEMENT

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

• 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 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 WILLINGNESS TO BE AUTHENTIC, TO SPEAK AND ACT IN WAYS THAT EXPRESS AND EMBODY OUR VISION OF GREATNESS.
• 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

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

• SOUL.
• HEART.
• BODY

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

• IGNORE THE CONFLICT AND GIVE DIRECTION TO THE TEAM.
• 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.
• SEND TEAM MEMBERS TO CONFLICT RESOLUTION TRAINING.