Transformational Leadership for Inclusive Innovation Quizzes & Answers – Coursera

Take a transformative journey into the world of leadership and innovation with participatory quizzes and expert answers on Transformational Leadership for Inclusive Innovation. Discover the principles and practices that promote inclusive leadership and innovation in diverse environments. These quizzes serve as a gateway to understanding the transformative power of inclusive leadership in driving innovation and positive change.

Whether you are a leader looking to improve your skills or an innovator seeking to understand the dynamics of inclusive leadership, this collection provides valuable insights into the intersection of leadership and innovation. Join us on a journey of empowerment and creativity as we delve into the world of transformational leadership for inclusive innovation and unlock opportunities for collaborative growth and sustainable progress.

Quiz 1: Assessment 1

Q1. Gender Analytics should be embedded into everything an organization does because:

• It’s a nice-to-have feature
• It can shape how you strategize, plan, innovate, serve constituents and/or customers
• It’s an evaluation tool to analyze retrospectively what impact your policy, product, service or process had

Q2. How can gender analysis be incorporated into the government policy cycle (choose all that apply)?

• Ex ante: at the beginning of the policy cycle
• Ex post: at the end of the policy cycle
• It is always present in policy that affects women

Q3. What issues might be challenging for government policy makers as they implement gender analysis (choose all that apply)?

• Gender-related issues may not be readily solved by adding a new tax or legislative process
• Terminological confusion
• The political and ideological nature of government policy terrain

Q4. What aspects of gender analysis are hardest for policy makers and other government officials (choose all that apply)?

• Finding enough women to take on the work of gender analysis
• Gender analysis may not fit into one budget cycle
• Figuring out the right questions to ask in the ex ante/beginning of analysis phase

Q5. Vanessa Serra Iarocci shared an example of a financial institution that wanted to encourage women to invest. She discovered that the best way to encourage women to invest money would be to:

• Offer workshops based on providing technical financial education to women
• Train financial advisors to consider how they may better meet the needs of their women clients
• Run advertisements that encourage women to take more financial risks

Q6. According to Vanessa Serra Iarocci, why does gender analysis require organizational change?

• Because change means disrupting the status quo, and so does designing with a gender lens
• Because it requires hiring more HR personnel to oversee recruitment and hiring
• Both of the above

Q7. How can gender analysis be incorporated into the planning and operations of NGOs (choose all that apply)?

• Fundraising and philanthropy
• Organizational culture
• Strategic planning work

Q8. The Women in Agriculture Initiative (WAI) undertaken by Root Capital had two important impacts. Select the correct impacts from the choices below:

• It helped to facilitate difficult conversations about gender inequality
• It helped to convince communities that women can be farmers too
• It spurred investment into agricultural equipment that is ergonomically designed for women
• It inspired Root Capital staff to see gender equity as an organizational goal

Q9. Chanel Grenaway suggested that embedding an intersectional lens, developing a growth mentality, and gaining leadership buy-in and accountability are all challenging aspects of incorporating Gender Analytics for NGOs. What might be the biggest challenge for you, in your organizational context? How might to try and overcome your biggest challenge?

What do you think?

Week 2: Transformational Leadership for Inclusive Innovation Quiz Answers

Quiz 1: Assessment 2

Q1. Leadership is in a crisis of credibility, and people are ready for change. What question should we ask ourselves, as leaders, to overcome this crisis?

• What dominant lenses are informing the way that leadership shows up in our organization?
• Who is the source of the problem, and how can we weed them out?
• Who can I hire to handle this problem, and how can I go about finding them?

Q2. Leadership work is _ work

• People
• Strategic
• Hard

Q3. Leaders who are transformational always insist on _.

• Fealty
• Impact
• Big budgets

Q4. Why is identity important when it comes to transformational leadership (choose all that apply)?

• It informs how we show up within corporate culture
• It informs the way we show up day-to-day across a range of experiences in our life
• It informs our experience as citizens

Q5. True or false: it is possible for members of organizations to park their identities at the doors by the security check as they come into work.

• True
• False

Q6. Intersectional identities are important to consider as leaders because:

• Accounting for intersectional identities will help us to figure out what people have in common
• Doing so allows us to help those with whom we work to feel confident and safe in bringing their real perspectives and experiences to work
• We all have them

Q7. In the context of Gender Analytics, organizational learning matters because:

• It enables a growth mindset
• It helps us to incorporate the perspectives of groups that have been historically marginalized or excluded from sharing insights
• It helps us to develop strategy and be forward-thinking

Q8. There are two components necessary for having a learning culture. What is the first one?

• High psychological safety
• Offering workshops
• Mandated rules and regulations governing employee interactions

Q9. There are two conditions necessary for having a learning culture. What is the second one?

• Accountability
• Credentials
• Experience

Q10. True or false: According to Amy Edmondson’s article, working in a psychologically safe environment means that people always try to agree with one another in order to be kind.

• True
• False

Q11. In her article, Amy Edmondson provides the example of Cynthia Carroll’s goal to eliminate worker fatalities at mining company Anglo American. Senior managers organized assemblies to receive feedback from miners. They asked, “What do we need to do to create a work environment of care and respect?” Why was this question-framing so impactful?

• Because it compelled workers to finally solve the problem
• Because it was an action-oriented question
• Because it took emphasis off of reporting failure

Q12. Reflect on the following questions in order to improve your empathy and inclusivity as a leader:

Who is normally at the decision-making table?

Of those at the table, to what extent are you making it easy for those people to speak up, and making it harder to stay silent?

When you get pushback, to what extent are you welcoming that as data for you to improve to do better?

What do you think?

Week 3: Transformational Leadership for Inclusive Innovation Quiz Answers

Quiz 1: Assessment 3

Q1. All leaders must have a duty of care obligation. What does this involve (choose all that apply)?

• Never diminishing the humanity of the ones with whom we’re working
• Caring about how much work and knowledge we can extract from our stakeholders without being obligated to pay for overtime
• Having an obligation of empathy towards the people with whom we work
• We take gender equity as being part of something we are responsible for; it means Gender Analytics becomes part of our leadership tool kit

Q2. There are three different paradigms for thinking about diversity in organizations. What is the first paradigm?

• Segregation
• Assimilation
• Diversity quotas

Q3. There are three different paradigms for thinking about diversity in organizations. What is the second paradigm?

• Accommodation of difference
• Rejection of difference
• Appreciation of difference

Q4. There are three different paradigms for thinking about diversity in organizations. What is the third paradigm?

• Integration
• Rejection of difference
• Segregation

Q5. What are the preconditions necessary in order to move into the third paradigm?

• Diversity, creativity, and psychological safety
• Creativity, innovation, and harmony
• Harmony, logic, and risk-taking

Q6. The best performing teams occur under the combination of:

• Low psychological safety and low cognitive diversity
• High psychological safety and low cognitive diversity
• High psychological safety and high cognitive diversity

Q7. As an individual, how can you facilitate psychological safety in your organization?

• Engage in perspective-taking
• Avoid criticizing
• Remain politically correct

Q8. Deeply rooted biases can block us from hiring the best people. Since biases are so deeply rooted, we must adapt our organizations to deal with them. There are two ways of mitigating deep bias – what is the first?

• Develop a growth mindset
• Be as politically correct as possible
• Be as blind as possible in recruitment

Q9. Deeply rooted biases can block us from hiring the best people. Since biases are so deeply rooted, we must adapt our organizations to deal with them. There are two ways of mitigating deep bias – what is the second?

• Be as open-minded as possible
• Be as informal as possible
• Be as structured as possible

Q10. What is the upside of diversity, according to Katherine Phillips?

• It means that people are treated fairly
• It breeds difference of opinion and negativity
• It leads to better decision making and problem solving

Q11. According to David Thomas and Robin Ely, what is the overarching theme around which the emerging paradigm of learning-and-effectiveness organizes itself?

• Differentiation
• Assimilation
• Integration

Q12. Has your organization met the preconditions necessary to move into the third paradigm of integration? If so, how? If not, why?

What do you think?

Week 4: Transformational Leadership for Inclusive Innovation Quiz Answers

Quiz 1: Assessment 4

Q1. There are three ingredients necessary to be an effective change agent. What is the first one?

• Knowledge
• Power
• Assertiveness

Q2. There are three ingredients necessary to be an effective change agent. What is the second one?

• Commanding respect
• Authenticity
• Power

Q3. There are three ingredients necessary to be an effective change agent. What is the third one?

• Agility
• Experience
• Adaptability

Q4. There are three steps in taking our commitment to transformational change and making it land within our organizational terrain. What is Step 1?

• Placate
• Disrupt
• Agree

Q5. There are three steps in taking our commitment to transformational change and making it land within our organizational terrain. What is Step 2?

• Disagree
• Discern
• Disrupt

Q6. There are three steps in taking our commitment to transformational change and making it land within our organizational terrain. What is Step 3?

• Persuade
• Perform
• Decide

Q7. If the type of change you are implementing is divergent (i.e., transformational), you can benefit from:

• Cohesive, dense networks
• Bridging across networks
• Social networks

Q8. When undertaking nondivergent change, you should dedicate the most time to engaging with:

• Endorsers
• Resisters
• Fence sitters

Q9. In the article written by Julie Battilana and Tiziana Casciaro, what research finding surprised them?

• How little formal authority mattered relative to network centrality
• How much does network cohesion matter for implementing divergent change
• How little network centrality mattered relative to formal authority

Q10. What experiences are you bringing into your range of organizational, stakeholder, interpersonal, and personal contexts? How might they influence your leadership?