Advanced Practitioner Module 3 Quiz: EKATO

Q1: The leadership paradigm at EKATO

a) has remained steady and constant since its inception
b) has changed over the years under different CEOs
c) has always been absent
d) varies radically from cell to cell at any one time

Q2: Which of these leadership paradigms operated when designing the new facility?

a) classical
b) transactional
c) visionary
d) organic

Q3: How much responsibility is typically passed to EKATO teams?

a) for whole components such as a mixer
b) for specific components such as a drive shaft or blade
c) it varies
d) none, all responsibility lies with managers

Q4: Which leadership paradigm appears to have prevailed when the company was first established?

a) classical
b) transactional
c) visionary
d) organic

Q5: Which leadership paradigm was the company trying to change to?

a) classical
b) transactional
c) visionary
d) organic or shared

Q6: In shifting to its new leadership paradigm, which areas did the company train its people in?

a) both technical and team processes
b) new technologies
c) building and facility management
d) the training programs had nothing to do with the new leadership paradigm

Q7: For management, self-managing groups

a) were successful in many measurable ways
b) required too much coordination
c) cost too much in meeting time
d) all of the above

Q8: Communication at EKATO was

a) extensive across all levels
b) ineffective because there was no training available in communication
c) essential for innovation
d) used to fix the blame culture

Q9: Trust at EKATO

a) ensures that the leader is comfortable with the leadership paradigm
b) is used to recruit followers willing to work under that paradigm
c) is essential for the prevailing leadership paradigm to be effective
d) is not necessary where the leader is ethical

Q10: Innovation at EKATO was fostered through

a) self-managing teams
b) trust
c) delegating responsibility to workers in the small cells
d) all of the above

Q11: The leadership paradigms always provided an accurate reflection of the leadership culture across EKATO.

a) true
b) false

Q12: At EKATO, innovation is promoted by providing people with challenging work and enabling them to continue developing their knowledge.

a) true
b) false

Q13: The EKATO sales force is motivated by large commissions and bonuses to make them sell more.

a) true
b) false

Q14: Visionary leadership led to high performance at EKATO.

a) true
b) false

Q15: EKATO had no identifiable vision and purpose behind its changes.

a) true
b) false

Q16: At EKATO, employees working in the new facility were accountable for their work.

a) true
b) false

Q17: EKATO’s management realised that when introducing a new leadership paradigm, the people involved need some reskilling.

a) true
b) false

Q18: How the process of accountability works is the same under each leadership paradigm.

a) true
b) false

Q19: EKATO challenged the status quo in order to promote innovation.

a) true
b) false

Q20: To generate the high level of innovation its business required, EKATO looked to classical and transactional leadership environments.

a) true
b) false

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Meet the Trainer

Gayle Avery