The Agile Manifesto consists of four key values, and one of them is 'Individuals and interactions over processes and tools'. This statement emphasizes the importance of human elements and interactions in the work environment over rigid processes and tools. This statement is correctly reflected in option D.

Team and Technical Agility is the core competency that directly supports Built-in Quality practices in the Lean Enterprise. This competency emphasizes the skills, behaviors, and tools teams need to ensure quality is ingrained at every stage of development. By fostering a culture of technical excellence and continuous improvement, Team and Technical Agility ensures that products and services meet high-quality standards, reducing defects and enhancing overall efficiency.

The primary need for SAFe (Scaled Agile Framework) is to scale the idea of Business Agility. SAFe aims to provide guidance for scaling agile practices across large organizations, ensuring that teams can respond quickly to market changes and customer needs while maintaining a high quality of work. Business Agility encompasses the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways.

One way Lean-Agile leaders lead by example is by modeling SAFe's Lean-Agile Mindset, values, principles, and practices. This involves demonstrating a commitment to the principles and behaviors that support a Lean-Agile transformation, thereby inspiring and guiding others in the organization to follow suit.

SAFe’s first Lean-Agile Principle is to take an economic view, which involves considering the economic impact of decisions and practices in Lean-Agile development. The practice 'Deliver early and often' is part of taking an economic view, and another key practice is to 'Apply systems thinking.' This means understanding the larger system context and optimizing the entire system to achieve the best economic outcomes.