Leading People — Module Assessment

Question 1

According to John Kotter, what is the core function of management as distinct from leadership?

Accepted Answer

Coping with complexity through planning, organising, and controlling

Answer

Coping with change by setting a new direction

Answer

Inspiring and motivating people through hard times

Answer

Aligning people behind a shared vision

Question 2

A firm hits every quarterly target for years but is slowly overtaken because no one ever questioned whether it was in the right business. What is this firm most lacking?

Accepted Answer

Leadership that sets direction and copes with change

Answer

Better budgeting and cost controls

Answer

A more autocratic decision-making style

Answer

Tighter organising and staffing of its teams

Question 3

In Herzberg's two-factor theory, what is the effect of improving hygiene factors such as pay and working conditions?

Accepted Answer

It removes dissatisfaction but does not by itself create motivation

Answer

It directly creates strong intrinsic motivation

Answer

It always reduces performance on creative tasks

Answer

It has no effect on how people feel about their work

Question 4

In Daniel Pink's Drive, which three factors best motivate people on complex, non-routine work?

Accepted Answer

Autonomy, mastery, and purpose

Answer

Pay, conditions, and job security

Answer

Speed, monitoring, and rewards for output

Answer

Rules, supervision, and clear scripts

Question 5

According to Google's Project Aristotle, what mattered most in distinguishing its higher-performing teams?

Accepted Answer

Psychological safety and the group's norms

Answer

The average seniority and individual talent of the members

Answer

The size of the team and its budget

Answer

Having a charismatic manager in charge

Question 6

A manager wants to hire for 'fit.' Which approach reflects the useful meaning of fit rather than a common trap?

Accepted Answer

Choosing based on shared standards for how work is done, using comparable questions for every candidate

Answer

Choosing the candidate who shares the manager's hobbies and background

Answer

Choosing whoever felt most familiar and easy to talk to

Answer

Choosing the most generally impressive person regardless of the team's gaps

Question 7

In Kim Scott's Radical Candor framework, what results from caring personally about someone while failing to challenge them directly?

Accepted Answer

Ruinous empathy

Answer

Obnoxious aggression

Answer

Manipulative insincerity

Answer

Radical candor

Question 8

What is the best practical test of whether a leader has cast a vision clearly?

Accepted Answer

Whether someone far from the leader can use it to choose between options without asking

Answer

Whether it uses inspiring, memorable language

Answer

Whether senior leaders approved it in a meeting

Answer

Whether it was communicated in a company-wide email

Question 9

In an OKR, what role do the Key Results play?

Accepted Answer

They are measurable outcomes that show whether the Objective was met.

Answer

They list the tasks each person must complete each day.

Answer

They describe the aspirational purpose in inspiring language.

Answer

They rank employees against one another for pay decisions.

Question 10

Which practice best reflects fair accountability?

Accepted Answer

Applying the same clear standard to everyone and diagnosing why a goal was missed before assigning blame.

Answer

Punishing whoever is closest to the failure to set an example.

Answer

Waiting for the annual review to raise every problem at once.

Answer

Lowering standards so that no one ever falls short.

Question 11

According to Kotter, what is the most common first failure in change efforts?

Accepted Answer

Failing to establish a genuine sense of urgency.

Answer

Spending too much money on new technology.

Answer

Hiring an outside consultant too early.

Answer

Setting goals that are too ambitious.

Question 12

What does Bridges' distinction between change and transition highlight?

Accepted Answer

That change is situational while transition is the inner process of letting go and adapting.

Answer

That change is always faster than people expect it to be.

Answer

That transitions can be skipped whenever the plan is strong enough.

Answer

That change is the psychological work and transition is only the situation.

Question 13

According to the lesson, what most fundamentally separates a leader people willingly follow from one they merely obey?

Accepted Answer

Trust that has been earned through consistent character

Answer

A more senior job title and formal authority

Answer

A more charismatic and outgoing personality

Answer

A larger budget and more resources to offer

Question 14

In "Good to Great" (2001), Jim Collins described "Level 5" leaders as combining which two qualities?

Accepted Answer

Intense professional will and personal humility

Answer

Charisma and a bold public vision

Answer

Technical genius and financial expertise

Answer

Aggressive ambition and tight control