Leadership and Emotional Intelligence Quiz Answers, Coursera Certification Course [Updated Answers‼️] 2021

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Leadership and Emotional Intelligence Quiz Answers

Week 1

Graded Quiz

1. Deepa and Dinesh have been members of a project team charged with the responsibility for making an up-coming presentation to an important client. In a team meeting, for the purpose of review, Deepa had just completed making an internal presentation that she had been preparing for some time. She had observed that Dinesh had spent the last hour of her presentation browsing through his own documents. When Deepa finished, Dinesh asked, “Deepa, Aren’t you being too conservative? This work can be completed in 60 % of the time that you have proposed”. When Deepa offered an explanation, Dinesh countered, “I still say we’re being too conservative”. Soon the interaction got rather heated and became a bitter argument.

Question: If there was no hidden agenda on the part of either Dinesh or Deepa, which one of the following items was UNLIKELY to be the reason for this argument?

1 point

• Dinesh was disorganized and had been searching for the calculations that he had worked out, while Deepa saw his lack of eye contact during the presentation as hostile behavior.
• Deepa and Dinesh had been working with different data sources and had different views on what the client was looking for from the presentation.
• Deepa and Dinesh had worked together in the past on another project, and so understood each other’s working styles.
• Deepa and Dinesh had worked with and influenced by different superiors in the past, and so had different ideas about how long the finalization of the presentation can be delayed.

2. Deepa and Dinesh have been members of a project team charged with the responsibility for making an up-coming presentation to an important client. In a team meeting, for the purpose of review, Deepa had just completed making an internal presentation that she had been preparing for some time. She had observed that Dinesh had spent the last hour of her presentation browsing through his own documents. When Deepa finished, Dinesh asked, “Deepa, Aren’t you being too conservative? This work can be completed in 60 % of the time that you have proposed”. When Deepa offered an explanation, Dinesh countered, “I still say we’re being too conservative”. Soon the interaction got rather heated and became a bitter argument.

Question: What would be an appropriate response for Dinesh to settle the argument and build healthy relationships with Deepa?

• “It’s better for me to pinpoint these problems here in our team meeting instead of our cutting a sorry figure in front of the client”
• “If you feel 60 % is too radical, then I am willing to make a concession. Let us make it 70 %”
• “This is an important issue. Let us bring the manager in and sort out the issue”
• “Would it help if I share my calculations so that we can explore if there are any gaps in my reasoning?”

3. Which of the following behavioral patterns would NOT be a good idea for building good interpersonal relationships?

• When others have different views, ask questions on their data sources
• Make persistent and unyielding arguments
• Encourage others to explore any gaps in your reasoning
• Make your own reasoning explicit

4. Sam had been working in a technology company for five years. Apart from his excellent domain skills, he was able to connect the dots to perceive market trends and solve problems. He was given higher responsibilities, and was quickly promoted to head a key project. He had strong relations in his team and also with his peer groups. Sam was viewed as the rising star in the organization by his superiors. Given these case facts, which of the following statements will you DISAGREE with?

• It is likely that Sam was hired for his technical skills
• It was Sam’s technical skills that have primarily made him a rising star
• Sam was good with technical, social and cognitive skills
• It would be Sam’s social skills that contribute to his credibility with internal and external stakeholders and help him influence without authority.

5. Tim ran a successful department, but was unable to grow a successor, and so could not be promoted. His abrasive style scared potential successors away. He was very critical and offered no appreciation. He had a perfectionist and power-oriented mindset, and was not ready to accept anything less than the unrealistically high standards that he had set for himself. Which of the following would you bank on to help him change?

• Making Tim aware of his mindset and how that mindset was profoundly demotivating to his direct reports
• Skill training programs on recognizing people and offering praise
• Delay in getting an otherwise well-deserved promotion based on departmental efficiency
• Sharpening Tim’s cognitive and domain skills through seminars and workshops

6. Mary valued aligning members of her team around ideas and actively engaging them to create ownership. She believed that her team members should be on the same page. She adopted an inclusive approach, and felt invested in the success of peer functions. She valued openness and positivity. She paid attention to key internal and external stakeholders – what they cared about, why they were engaged or not engaged. She did not lose sight of who should be involved, how they should be kept informed and updated, and how they should be helped to achieve and win. Which of the following mindsets does Mary’s approach reflect?

• Growth mindset
• Performance-centered mindset
• Learning-centered mindset
• People-centered mindset

7. Neha felt anxious about the upcoming presentation to an important client group. While she had invested a lot of time and energy on putting together the presentation, she felt intuitively that the approach that she had chosen was inappropriate for the intended purpose. She decided to have a frank and open dialogue with a trusted colleague to explore this issue. Which of the alternatives given below would you AGREE with?

• Neha’s anxiety before a key presentation is understandable. She should just ignore it.
• Neha is trying to gain emotional self-awareness of developing clarity on her emotions and viewing herself from a third-person perspective
• Neha’s colleague should recognize her lack of self-confidence, and give her a pep talk.
• Neha’s anxiety stems from her low emotional intelligence. Her colleague should help her learn greater self-management.

8. In the process of preparing her personal development plan, a frontline leader reflects and writes down her thoughts/ responses to the following questions: “Given her aspiration, what are the competencies she would be expected to master, say over the next 3 to 5 years? Who are the respected role models in such positions? What do they excel in? What has she picked up from her conversations with her superiors and other leaders about competency requirements?” Please indicate which of the following dimensions of the MAPS grid her questions relate to?

• Abilities
• Perceptions
• Mission
• Standards

9. Given his strong performance as individual contributor, an eager and hardworking technical professional was assigned to a frontline leadership position in a start-up company. The performance and effectiveness of this position was dependent on people inside and outside the organization. In the position, he faced seemingly endless stream of operating problems, inexperience across the board, lack of clear procedures, disputes among his people, and lack of effective support from senior management. He did not create these problems, but now it was his job to resolve them. Which of the following factors can potentially lead to the derailment trap for this individual?

• Realistic self-assessment
• Recognition of the need for new strengths
• Working harder on his strengths and talents that have contributed to his past successes
• Conscious development of a broader set of skills and perspectives that can serve you in the new situation

10. On the issue of derailment, which of the following statements will you DISAGREE with?

• Frontline leaders should have strong action bias and not be trapped by set procedures and processes for having to consider multiple viewpoints
• Frontline leaders need awareness of how they behave when they are under stress
• Frontline leaders should strengthen conversations with key stakeholders to clarify expectations and get feedback on what is going well and what’s not going so well
• Frontline leaders should be committed to learning new skills, mindsets and perspectives

Week 2

Graded Quiz

1. What would be a mistake in empathic listening?

• Suspending judgment of the other person
• Following, not leading the conversation
• Remaining exclusively focused on logic without attention to emotions
• Paraphrasing and reflecting accurately what the listener has understood

2. Shyam is a project leader. He has just come out of a conversation with one of the members of his team. As you are a close colleague, he shares with you the details of his dialogue session with his team member. Which of the following will convince you that he has practiced empathic listening?

• Shyam remembers the dialogue verbatim – all the words and details that his team member had expressed
• Shyam is able to tell you how his team member sees and experiences the issues and the context
• Shyam has been able to lead the conversation in the direction that he had intended
• Shyam is able to concisely capture the merits and demerits of the different points made by the team member

3. Which of the following statements will you DISAGREE with?

• Listening is not applicable to crucial conversations because these involve high stakes, and so people are required to assert more
• With numerous distractions in today’s world, people tend not to listen too well
• Listening should be learnt as a skill and an attitude – apart from skills, you need a mindset of respect, curiosity and non-evaluative stance
• We must listen with both the right brain as well as left – for feeling and for meaning

4. You are a project leader. Rita has recently joined your project team. She comes to you with a very good suggestion for enhancing the effectiveness of the project. You can see that she is excited and enthusiastic about the idea. Even as you are listening to her idea, you think of a minor extension of that proposal that is likely to enhance the quality of the idea a little more. What, according to Marshall Goldsmith, should you say?

• “Great idea! Let us implement it without delay”
• “You’re very new to this team. Why don’t you first build stronger relationships with other team members? Then your idea will become more acceptable”
• “It’s a very good idea. But it can be made even better if you do it this way”
• “Please send me an e-mail on this. Right away, I can think of a way of improving it further. I’ll also get inputs from 3 or 4 other members, and then take it for implementation”

5. Rao and Reshma were key members of a project team headed by Freida. Rao was technically competent and understood the project requirements very well, but lacked self-confidence. Reshma, on the other hand, was very confident, but lacked technical experience and expertise. As Freida was required to take over another project immediately, Rao was selected as project leader, but Freida continued to devote 20 % of her time to this project. After 5 to 6 weeks of taking charge, Rao begins to feel that he requires some help with his leadership style as the project is getting behind schedule. Freida decides to coach him using a facilitative style. Which of the following is the most appropriate approach?

• On the basis of her observations, Freida diagnoses Rao’s problem as lack of assertiveness. She points out this problem and gives him some tips on how to enhance his assertiveness.
• Freida sits together with Rao to generate alternative solutions and encourages Rao to consider the consequences of each of those alternatives.
• Freida points out that Rao is ultimately responsible for ensuring project performance and outcomes, and so should come up with solutions rather than problems. She does this with the intention of putting pressure on Rao to get over his timidity.
• Freida shares her personal experience of she had faced and solved such problems even when she was much younger and less experienced.

6. In NASA, on one hand, the “tiger team” in Apollo 13 manned Moon landing mission achieved stupendous performance; on the other hand, the Debris Assessment Team of the Columbia mission made disastrous decisions that killed seven astronauts. Based on the experiences of these two groups, which of the following is NOT the RIGHT thing for a team leader to do?

• Create psychological safety for people to help them express their views openly without risk of appearing negative, ignorant or incompetent
• Create a compelling mission and clear purpose for the team
• Build on diverse viewpoints and perspectives to foster new ideas and synergy
• Bring very bright individuals in the team, and not tie them up with specific expectations

7. The lab and the operations personnel had endless interpersonal problems. There was large number of requests for tests in the morning, but the lab was required to calibrate their instruments first thing in the morning. The calibration took an hour, and during this period, there was a pile-up of samples causing frayed tempers all around. The new leader shifted the calibration of instruments to the night shift when the workload was much lighter. As a result, at the peak morning time, the calibrated instruments were all ready to churn out results. With this change, the interpersonal problems practically disappeared. How would you analyze the situation from GRPI framework?

• When the processes/ procedures were modified in the right direction, the interpersonal difficulties went down significantly
• Interpersonal issues are invariably caused by ego hassles, and people need emotional intelligence training
• When there are role overlaps, say between operations and lab personnel, interpersonal problems arise
• Since lab personnel and operations people have different goals and priorities, interpersonal difficulties between these two groups are not surprising

8. For effective delegation, the well-known author Marshall Goldsmith recommends that we set up a dialogue session with each of the direct reports. Among the options given below, which would be a wrong question to ask a direct report to enhance delegation?

• Am I getting more involved in any place than I should be getting involved – in other words, am I micro-managing any place?
• Are there areas where I ought to get more involved and more helpful, that I am not doing enough at the moment?
• Am I and our business unit doing enough to simultaneously attend to the twin challenges of performing today and creating tomorrow?
• Am I getting involved in areas of business that you don’t think that I should get involved with? And would you be willing to take over that responsibility?

9. On your project, you have four team members. Payal and Pritam are old hands, while Anwar and Aparna have little work experience and so less skilled. As the scope of the project has been significantly increased, you have decided to delegate some of your responsibilities so that you can attend to the new complexities that have arisen. As you progress through with the delegation, which one of the following statements will you DISAGREE with?

• Examine the scope, complexity, inherent ambiguity and frequency of this task, and determine whether Anwar, Aparna, Payal or Pritam would be the right choice for a given responsibility
• After assigning tasks to each individual, ensure that each member is given sufficient authority and resources needed for successful completion
• Rather than make one person responsible for an entire task, break each task into smaller bits and assign these to different individuals
• None of the above

10. Your colleague has entrusted a part of the project to Jose. Jose supervises three members, and has been having some difficulties with delegation. Your colleague mentions to you that she plans to coach Jose on how to delegate successfully. Which of the following delegation guidelines that your colleague has jotted down, would you disagree with?

• Clearly describe the task, project or function to each of the three members, and ensure that each person clearly understands the purpose of the task and the deadlines
• If the delegation to any of the individuals is not working as per plans, quickly take the work back from him/ her and assign it to another member
• With each of the three members, review the scope of the employee’s responsibilities and whether or not the individual demonstrates necessary commitment
• Establish standards of performance, measures of success and levels of accountability, and institute necessary checkpoints to monitor progress

Week 3

Graded Quiz

1. What should a negotiator do when presented with an unacceptable proposal?

• Immediately reject the proposal
• Find several things wrong with the proposal and give reasons why it won’t work
• Ask several questions about the proposal
• Ignore the proposal and present his or her own proposal instead

2. Mary demonstrates her concern for the employees and manages by consistently giving in to their suggestions or ideas. Usually her approach is that whatever her people want is fine with her. So it is rare for Mary to challenge or turn down any employee request. What would be the best descriptor for her style of conflict resolution?

• Accommodating
• Competition
• Avoidance
• Collaboration

3. What is NOT TRUE for a constructive response to conflict?

• Trying to understand the other person’s point of view
• Consider the pros and cons of a situation
• Takings steps to break a deadlock
• Responding quickly and decisively

4. As a team member, Gita is very sincere, efficient and hard working. Girish is her supervisor. He has been delegating tasks to her in light of her excellent performance. A few days back, even as Gita has been working hard and juggling her numerous responsibilities, Girish called her and gave her a couple of large and urgent tasks. Gita has been at a loss wondering how she can manage these additional tasks in addition to her existing ones. How do you think she should approach Girish to have this difficult conversation?

• “Girish you are being very insensitive. Why do you think I should accept a task which is not even a part of my role description?”
• Politely decline the tasks given by Girish.
• “These are the existing projects in which I am involved in. Please advise which of the projects can be disregarded in terms of priority, to accommodate the new tasks”
• “Last May also just prior to my short vacation you had given me additional tasks and you have a tendency to overburden me with additional tasks”

5. What would be the first thing to do when approaching a conflict situation with another person?

• Assertively but diplomatically state your perspective
• Brainstorm possible solutions to the problem
• Force your point of view
• Listen and ask questions to gain a clearer understanding of the issues involved

6. Which of the following statements will you DISAGREE with?

• Inappropriate response to conflict intensifies the problem and sows seeds of future conflicts
• ‘Collaborating’ or ‘Integrating’ style is the best approach to any conflict
• In a conflict, you need to focus on both building relationships and finding ways to achieve outcomes where both parties win as much as possible
• If you’re aware of your default patterns to conflict management, you can pay attention to whether they are working for you, and explore alternatives

7. In his technology firm, Kris was required to design and implement a complex, new initiative that was expected to create turbulence in different areas and drag people out of their comfort zones. With his team members consisting of young, technology professionals (who looked up to him), he talked about why the change was necessary and how the change presented exciting new challenges. He presented hard data and analysis on why the chosen approach will work best to attain the objectives.

He was heavily dependent on the support of his peers for the success of the initiative. To gain peer support, he involved them in working out the details of pilot project. He shared the results on a regular basis. He took time to socialize and get to know others. Through informal communication, he built trust and commitment.

In the organization, there were old timers, who felt that they would lose their status and position as a result of the proposed change. They were fearful, uncertain and anxious. Kris presented logical arguments to them on how the change will benefit the organization.

The senior leaders were concerned about the successful implementation of the complex change initiative. Kris framed his key arguments keeping in mind the senior management concerns and perspectives. He considered their needs, appropriately positioned his proposals and presented his ideas in an impactful manner.

Question: Which influence tactic did Kris use with members of his technical team?

• Interpersonal Awareness
• Logical Persuasion
• Organization Awareness and Coalition Building
• Coercion

8. In his technology firm, Kris was required to design and implement a complex, new initiative that was expected to create turbulence in different areas and drag people out of their comfort zones. With his team members consisting of young, technology professionals (who looked up to him), he talked about why the change was necessary and how the change presented exciting new challenges. He presented hard data and analysis on why the chosen approach will work best to attain the objectives.

He was heavily dependent on the support of his peers for the success of the initiative. To gain peer support, he involved them in working out the details of pilot project. He shared the results on a regular basis. He took time to socialize and get to know others. Through informal communication, he built trust and commitment.

In the organization, there were old timers, who felt that they would lose their status and position as a result of the proposed change. They were fearful, uncertain and anxious. Kris presented logical arguments to them on how the change will benefit the organization.

The senior leaders were concerned about the successful implementation of the complex change initiative. Kris framed his key arguments keeping in mind the senior management concerns and perspectives. He considered their needs, appropriately positioned his proposals and presented his ideas in an impactful manner.

Question: Which influence tactic did Kris employ in his approach to obtain buy-in from his peer group?

• Relationship building
• Empowerment
• Logical persuasion
• Common Vision

9. In his technology firm, Kris was required to design and implement a complex, new initiative that was expected to create turbulence in different areas and drag people out of their comfort zones. With his team members consisting of young, technology professionals (who looked up to him), he talked about why the change was necessary and how the change presented exciting new challenges. He presented hard data and analysis on why the chosen approach will work best to attain the objectives.

He was heavily dependent on the support of his peers for the success of the initiative. To gain peer support, he involved them in working out the details of pilot project. He shared the results on a regular basis. He took time to socialize and get to know others. Through informal communication, he built trust and commitment.

In the organization, there were old timers, who felt that they would lose their status and position as a result of the proposed change. They were fearful, uncertain and anxious. Kris presented logical arguments to them on how the change will benefit the organization.

The senior leaders were concerned about the successful implementation of the complex change initiative. Kris framed his key arguments keeping in mind the senior management concerns and perspectives. He considered their needs, appropriately positioned his proposals and presented his ideas in an impactful manner.

Question: Which of the following statements will you DISAGREE with?

1 point

• His approach of using the influence tactic of ‘Interpersonal Awareness’ with the senior leaders was appropriate
• For the success of the new initiative, Kris was dependent on the support of the peer functions; so it was necessary for Kris to influence his peers and gain their buy-in
• His approach with old-timers (who had emotional resistance) was appropriate
• His approach with old-timers (who had emotional resistance) was inappropriate

10. Which of the following statements will you DISAGREE with

• Influence involves “selling” your ideas to the decision maker, and so you have to take responsibility to appropriately convince or educate the decision maker
• Influential managers invest in building their personal and professional credibility over a period of time
• As peers tend to compete for promotions, influential managers don’t waste much time on horizontal communication and cross-functional relationships
• For effective influence, you have to know your audience, and keep your communication simple, and make it real and tangible

Week 4

Graded Quiz

1. Keerthi has worked very hard on developing an innovative new approach for carrying out a key project. This needs to be approved at a higher management level in the organization, but senior managers have so far given the idea no more than cursory attention. They have reluctantly agreed to Keerthi’s request for a meeting to discuss this matter. But Keerthi has just found out that other agenda items have been subsequently included in that meeting, and so she is likely to get just 10 minutes to present her approach. She feels quite sure that senior managers don’t feel inclined to change the existing methods, and are merely going through a ritual by making a short time allocation. She approaches you in an emotional and demoralized state. You have been her supervisor before. Though you work in a different part of the organization, she comes to you to be coached once in a while. What will you tell her?

• You draw her out so that she can articulate her innovative idea in a clear manner. Your purpose will be to ensure that she does not sound vague in her meeting and does not get misunderstood.
• You agree with her that senior managers are indeed oriented to status quo, and that while she can make efforts, she should not expect results to necessarily flow from those efforts.
• You help her see that she should perceive her role as that of an ace salesperson selling an idea to senior managers. You brainstorm with her some practical steps to do that, so that she approaches the meeting in a calm, optimistic and determined state.
• You point out to her that she may have already lost half the battle by getting demoralized. You point out to her that limiting beliefs and assumptions would be the wrong way of looking at the problem or challenge.

2. As per Lewin’s Force Field Model, the best way for change to happen is to:

• Decrease restraining forces
• Increase driving forces
• Increase restraining forces
• Decrease driving forces

3. Sam had developed the earlier home-grown inventory management system, and was widely regarded as the expert in that area. However, the company has brought in a consultant to introduce a sophisticated new system in the place of old system developed by Sam. Sam feels a loss of status and certainty, and is upset and angry that he was not even consulted. What is the type of resistance triggered here?

• Level 1 or Cognitive Resistance
• Level 2 or Emotional Resistance
• Level 3 or Personally Oriented Resistance
• None of the above

4. In an organization while changing the performance management system, the change leader created understanding of why change was needed in the first place. Key people were taken to another unit which had implemented a similar system so that they could see the advantages of the system first hand. The change leader also addressed the “what’s in it for me” question – there will be greater opportunities for professional training and skill-building. Which phase of Lewin framework is the change leader dealing with?

• Unfreezing
• Changing
• Refreezing
• Consolidating

5. Which phase of the Kotter model do the three steps of “communicating the vision for buy-in”, “empowering broad-based action”, and “generating short-term wins” belong to?

• Creating a climate for change
• Establishing a sense of urgency
• Implementing and sustaining change
• Engaging and enabling the organization

6. A change leader included individuals with: (a) Strong reputation for fairness and objectivity; (b) Right expertise needed for handling the challenge; and (c) Personal and positional power. Which step of the Kotter framework does this action belong to?

• Establishing a sense of urgency
• Generating short-term wins
• Creating a guiding coalition
• Never letting up

7. Which of the following points pertaining to the Kotter’s change framework is wrongly stated?

• The framework serves as pilot’s checklist – it provides a list of items that we should pay attention to, every time we lead a change effort.
• We should get into a change with “have to” mindset.
• We should appeal to head and heart, not just head.
• Change is much more leadership, not just management.

8. Which of the following points relating to “communicating for buy-in” do you DISAGREE with?

• As actions speak louder than words, we have to check if behaviors of key individuals are consistent with what we’re trying to achieve.
• The objections of naysayers have to be effectively dealt with.
• As change evokes anxiety and uncertainty, leaders should commit quality time and attention to informal, honest and empathetic communication.
• Written communication is far more effective than oral communication

9. Which of the following statements will you DISAGREE with?

• When an organization is successful, it is important not to change any aspect
• The vision describes where we want to go; strategy describes how we’ll get there
• A change agent to first deal with the question “why change”, requires helping people look at the organization “outside in”.
• Leading change requires mastery of soft skills.

10. Which of the following statements will you DISAGREE with?

• As change involves multiple stakeholders, an effective leader develops a mental map of where the different stakeholders currently are, and where they should be, in terms of support and resistance
• Rather than adopting a “broadcast” mode of just making presentations, change leader should approach communication from a “brokering” mode to get people to “want” to change
• For successful change, it is important to give complete authority to leaders to carry out change.
• In a social system, since bystanders constitute a large majority, effective leaders proactively reach out to them

Conclusion

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