Values-Based Leadership — Leading the Field examination

Eleven questions. Nine of eleven passes, and you can take it again as often as you like.

How does the module define values, as distinct from stated beliefs?

Values are the standards your organisation formally requires of you Values are the principles written into a personal mission statement Values are the beliefs you would be willing to defend in public Values are what you actually organise your life around
What does the module say conventional leadership literature misses when it treats values as a ranking exercise?

That values should be kept private so that they do not create conflict at work That values must be reviewed and approved by the board before a leader can adopt them in their own conduct That values are also somatic, emotional, relational and developmental, living in the body and field That values shift every year and so need constant revision and re-ranking
From the Latin root the module cites, what is integrity fundamentally about?

Integration — the dimensions of one's being aligned as an undivided whole Obedience — faithfully following a code received from authority Honesty — never saying anything that one knows to be untrue, whatever the circumstances Consistency — making the same decision in every possible context
At the parts-system level, what does integrity mean?

Every part has agreed in advance to support the leader's stated strategy without reservation No protector part is secretly undermining commitments another part has made The inner critic has been silenced once and for all All the vulnerable parts have been exiled from decision-making
How are values typically experienced at Blue or Kegan Stage 3?

As self-authored principles, reached through careful rational reflection on what is right for oneself As feelings about inclusion that tend to override difficult decisions As contextual expressions of a deeper systemic commitment to the whole As absolute rules received from authority, with integrity meaning obedience to a code
A leader's commitment to compassion is so strong that they cannot make a painful decision that serves the whole. Which stage's struggle does the module describe?

Yellow Green Blue Orange
What does the module mean by the principle of enfoldment?

Healthy development in which each new stage embraces and preserves all that came before The practice of folding a leader's personal values into company policy The belief that all values are equally valid in every possible context, so none can be ranked above another The replacement of each earlier stage's values with more advanced ones
Which of these does the module list as part of the somatic signature of values alignment?

A tightening in the gut that signals focus and readiness for action Complete certainty that the eventual outcome is going to be a success Openness in the chest and a sense of rightness about direction, not certainty of outcome A surge of adrenaline together with a strong, urgent impulse to act immediately before the moment passes
Why does the module caution that somatic values signals are not infallible?

Values signals arise only after a decision has already been made Parts can mimic them — a people-pleaser's relief can feel like alignment The body cannot perceive values at all, only passing emotions that come and go with circumstance Only trained clinicians can reliably interpret bodily sensations
According to the module, how is organisational trust actually built?

Through felt coherence between a leader's inner state, behaviour, stated values and decisions Through clear policies and procedures that are enforced consistently and visibly over a long period of time Through a long and visible track record of meeting the organisation's targets Through frequent, well-produced communication of the company's stated values
The module compares how people orient toward a coherent leader to what?

Soldiers following a commander's orders Customers choosing the lowest available price Students memorising a teacher's lessons Plants orienting toward light