ETIMAD Post Assessment Etimad Post Module Assessment Module: Mastering Self - Building Insight & Leadership Presence Dear Etimad Participants,Thank you for your active participation in Module 1: Mastering Self - Building Insight & Leadership Presence.This post-module assessment is intended to help us measure the knowledge and insights gained throughout the module. The questions are the same as those shared before the module, allowing us to assess learning outcomes and the overall impact of the experience.There are 10 multiple-choice questions, which should take approximately 5 minutes to complete. YOUR DETAILS Full NameCohort- Select -Cohort 1Cohort 2Q1 According to Herminia Ibarra, how does leadership identity most effectively change? Through deep personal reflection and journaling before taking action Through formal coaching sessions with an external coach Through action and experimentation first — behaviour precedes self-understanding Through receiving honest feedback from senior leaders over timeQ2 Robert Kegan distinguishes between a Socialized Mind and a Self-Authored Mind. Which statement best describes a leader operating from a Self-Authored Mind? Their confidence and decisions are primarily shaped by others' approval and expectations Their leadership behaviour is driven by internal values and purpose, independent of external validation They rely on their team's consensus before making important decisions They defer to senior leaders on strategic matters while managing execution independentlyQ3 The Trust Equation (Maister & Green) defines trustworthiness through four components. Which component has the MOST impact on how trustworthy a leader is perceived to be? Credibility — whether the leader is seen as knowledgeable and competent Reliability — whether the leader consistently follows through on commitments Intimacy — whether the leader creates a safe space for honest conversation Low Self-Orientation — whether the leader prioritises others' interests over their ownQ4 Amy Edmondson's research on psychological safety identifies a specific leadership zone where teams both challenge each other AND produce high performance. Which zone is this? The Comfort Zone — where relationships are strong and open The Apathy Zone — where individuals protect themselves from exertion The Anxiety Zone — where high standards exist but people fear speaking up The Learning Zone — where high psychological safety meets high performance standardsQ5 In the context of this module, self-awareness is described as a real-time skill. What does this mean for a leader in practice? The ability to reflect deeply on past behaviour through structured journaling The capacity to notice your own reactions, thoughts, and emotional state in the moment they are occurring Understanding your CliftonStrengths profile and how it affects your team The skill of accurately predicting how your team will respond to your decisionsQ6 SELF-AWARENESS & EI Daniel Goleman's model of Emotional Intelligence includes five components. Which component is described as the internal driver that motivates leaders to pursue goals for personal reasons rather than for reward or recognition? Self-Regulation — managing impulses and moods before acting Empathy — reading and understanding others' emotional states Intrinsic Motivation — pursuing goals from personal purpose rather than external reward Social Skills — building relationships and managing professional networksQ7 The SBI feedback model stands for Situation, Behaviour, Impact. What is the purpose of adding an Invitation at the end of SBI feedback? To give the receiver time to prepare a formal response to the feedback To soften the impact of feedback and protect the relationship To open a genuine dialogue — shifting the exchange from a verdict to a conversation To allow the giver to clarify the feedback if the receiver misunderstandsQ8 Stone and Heen identify three types of feedback triggers that cause a receiver to become defensive. Which trigger fires when feedback feels like it threatens the receiver's sense of who they are? Truth Trigger — the feedback feels factually inaccurate Identity Trigger — the feedback threatens the recipient's self-image Relationship Trigger — the receiver distrusts the source of the feedback Timing Trigger — the feedback arrives at an emotionally difficult momentQ9 Carol Dweck's research suggests that what most determines a leader's effectiveness in developing others is not primarily coaching skill. What does Dweck identify as the most important factor? The amount of structured time the leader dedicates to formal coaching sessions The leader's genuine belief that their people's capability is expandable beyond current performance The leader's ability to use tools like GROW and incisive questioning fluently The frequency and quality of feedback the leader delivers to their teamQ10 The Personal Leadership Compass has four directions, each anchored to a specific type of leadership commitment. Which compass point represents a leader's commitment to what they want to be different for the people they lead? North — the leader's emerging leadership identity and who they are becoming East — the strengths the leader brings consistently and intentionally South — the growth edge the leader most needs to develop West — the leader's impact commitment for the people they leadSubmit
