True I
False
I.
A mental model is an external picture that does not affect a person’s thoughts and
actions.
a.
True
b.
False
2. Leaders have many mental models that tend to govern how they interpret experiences and how they act in
response
to people and
situations.
a.
True
b.
False
3.
It
is important for leaders to regard their assumptions as fixed truths rather than temporary
ideas.
a.
True
b.
False
4. The more aware a leader is of his or her assumptions, the less the leader understands how assumptions
guide
behavior and
decisions.
a.
True
b.
False
5. Leaders should not question long-held assumptions or attempt to shift their mental
models.
a.
True
b.
False
6. A manager with a global mindset sees everything from one’s own limited personal or cultural
perspective.
a.
True
b.
False
7. The Pike Syndrome illustrates the power of the conditioning that limits people’s thinking and behavior.
a.
True
b.
False
8. Leaders need to develop a “beginner’s mind” that refers to putting aside preconceptions and suspend beliefs
and
opnnons.
a.
True
b.
False
9. With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting
the
dots.
a.
True
b.
False
10. An important element of systems thinking is to discern circles of
causality.
a.
True
b.
False
11. Leaders who score low in emotional intelligence are typically more
effective.
a.
True
b.
False
12. The emotional state of a leader influences the entire team, department, or
organization.
a.
True
b.
False
13. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the
organization.
a.
True
b.
False
14. Fear-based motivation makes an employee feel valued as a
person.
a.
True
b.
False
15. The relationship between an employee and his or her direct supervisor is the primary factor determining the level
of
fear experienced at
work.
a.
True
b.
False
16. Which of the following statements is true
ofleading
with head and
heart?
a.
It
plays an important role in creating avoidance behavior in an
organization.
b.
It
is not used in the decision making process in times of uncertainty and
change.
c.
It
is used to give people a sense of meaning and purpose when major changes occur ahnost
daily.
d.
It
sticks to a domestic mental model that sees everything from one’s own limited personal
perspective.
17. Working effectively with others requires that individuals:
a. regard their
assumptions
as fixed truths rather than
temporary ideas.
b. draw on subtle aspects of themselves and appeal to those aspects in
others.
c. do not let their emotions and beliefs affect
others.
d. use fear to motivate others
effectively.
18. Which of the following will help leaders keep morale and motivation high in the face of corporate bankruptcies and
dissolutions?
a. Leading with head and
heart
b. Leading with fear as a powerful
motivator
c. Supervising by ignoring the emotional aspect
ofleading
d. Creating avoidance behavior in
employees
19. Which of the following statements is true of mental
models?
a. A leader’s assumptions naturally are not part of his or her mental
model.
b. A leader is usually not aware of his mental
models.
c. Personal values, attitudes, biases, and prejudices can all affect one’s mental
model.
d. A leader creates an effective mental model by viewing the elements of a system as separate
components.
20. An effective
leader:
a. does not apologize to his or her
subordinates.
b. sticks to a mental model that sees everything from one’s own personal
perspective.
c. goes along with the traditional way of doing things.
d. does not follow his or her assumptions because they led to success in the
past.
21. Assumptions
are:
a. a part of a leader’s mental
model.
b. regarded by a leader as fixed
truths.
c. a personality
trait.
d. an expression of the organizational
mission.
22. Which of the following is a characteristic
ofleaders
who think
independently?
a. They determine a course of action based on what others
think.
b. They are willing to stand
apart.
c. They tend to believe assumptions as
“truth.”
d. They interpret data according to pre-established
rules.
23. Good leadership is about:
a. following the rules set by
others.
b. interpreting data based on pre-established
routines.
c. blindly accepting rules and labels created by
others.
d. standing up for what one believes is the best for the
organization.
24. To think independently
means:
a. thinking of solutions based on pre-established routines or
categories.
b. staying mentally alert and thinking critically.
c. paying attention to outdated information.
d. having the needs to win at all costs and in all
situations.
25. Andrew is the manager of a bank. Which of the following should he follow to be a good
leader?
a. He should always let his subordinates do the thinking for
him.
b. He should not be apologetic to his
subordinates.
c. He should not shift or expand his mental
models.
d. He should not use the past as a weapon to control
others.
26. Which of the following will help leaders to develop
open-mindedness?
a. They have to allow their subordinates do the thinking for
them.
b. They have to maintain strong preconceptions and suspend beliefs and
opinions.
c. They have to forget many of their conditioned
ideas.
d. They have to stick to mental models that worked in the
past.
27. The expert mind becomes a danger in organizations because
it:
a. puts aside preconceptions and suspends beliefs and
opinions.
b. forgets many of its conditioned ideas.
c. rejects new ideas based on past experience and
knowledge.
d. often becomes open to the perspectives of other
people.
28. Which of the following is a characteristic of effective
leaders?
a. They encourage beginners to blindly accept
paradoxes.
b. They understand the limitations of past
experience.
c. They see the questioning of their ideas as a
threat.
d. They advise new employees to openly agree with long-held
assumptions.
29. Which of the following statements is true of systems
thinking?
a.
It
sees diverse perspectives as a
threat.
b.
It
includes the ability to see the separate elements of a
system.
c.
It
creates a gap between current reality and the vision of a better
future.
d.
It
is a mental discipline for seeing patterns and
interrelationships.
30. Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of .
a. personal
mastery
b.
stereotyping
c. emotional intelligence
d. systems thinking
31. Which of the following statements is true of leaders engaged in personal
mastery?
a. They break through denial of reality in themselves and
others.
b. They retain traditional mental models that have been successful in the
past.
c. They do not challenge assumptions and standard ways of doing
things.
d. They open the gap between current reality and the vision of a better
future.
32. Which of the following is an element of personal
mastery?
a. The behavior of accepting what one gets in the future rather than what one wants in the
future
b. The practice of bridging the disparity between current reality and the vision of a better
future
c. The discipline of continually focusing on what one wants as the desired
future
d. The discipline of accepting assumptions and standard ways of doing
things