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Chapter 10 - Leadership
| Question | Answer |
|---|---|
| Leadership is the art of influencing and directing people to accomplish the mission. This definition highlights two fundamental elements: | (1) the mission, goal, or task, and (2) the people who accomplish it |
| Accomplishing the mission is the primary task of every military organization; everything else must | be subordinate |
| Accomplishing the mission is the primary task of every military organization. However, a successful leader recognizes that people perform the mission and that, without their support, | the unit will fail |
| According to General Fogleman, ________ are the assets that determine our success or failure. If you are to be a good leader, you have to cultivate your skills in the arena of personal relations | people |
| Good leaders get involved in their subordinates’ careers. People merely obey arbitrary commands and orders, but they respond quickly and usually give extra effort for leaders who | genuinely care for them |
| There are no magic formulas when it comes to being a successful leader—leadership is an individual and personal thing. Every leader develops a unique style. The best advice may be to | “be yourself” |
| Air Force standards of conduct, discipline, and customs and courtesies reflect the Air Force’s broad heritage and traditions. Air Force leaders must not only know these standards, but they must also | enforce them |
| To “deliver sovereign options for the defense of the United States of America and its global interests—to fly and fight in Air, Space, and Cyberspace” is | the Air Force’s mission |
| The ____________ provides the control and communications necessary to accomplish the mission. | chain of command |
| Each level of the chain of command is responsible for a lower level and accountable to all higher levels. The chain cannot work without | loyalty at every level |
| The chain of command provides the control and communications necessary to accomplish the mission. The key principle is | to resolve problems and seek answers at the lowest possible level |
| Supervisors must make sure their subordinates meet Air Force standards at all times. Standards of conduct apply | A. both on and off duty B. in personal behavior C. in the treatment of others in both military and civilian environments *D. all of these answers |
| NCOs must make sure their relationships with coworkers and subordinates do not give the appearance of favoritism or impropriety. Excessive socialization and undue familiarity, real or perceived, | degrade leadership |
| Some observers believe that military success depends on effective management, while others insist charismatic leadership is the key to success. In reality, | a combination of both is essential |
| AFPAM 36-2241 explains the roles of leadership and management by examining them in terms of three elements: | behavior, personal characteristics, and organizational situation |
| To illu the diff roles of leadersh and management in behavior, __ is based on building organ relations that mesh together like the parts of a timepiece while __ concentrates on making the hands of the timepiece move so as to display the time of day. | managerial behavior; leadership behavior |
| The difference between management and leadership is that managers use the management process to control people by pushing them in the right direction while | leaders motivate and inspire people to keep moving in the right direction by satisfying human needs |
| According to Bennis's Behavioral Characteristic Comparison, managers administer, maintain, and control while leaders: | motivate, develop, and inspire |
| In order to be successful, leaders must | have a grasp of both management and leadership skills |
| To be suc, an organ needs both leads and manageme. A peacetime military can survive with good administration and management up and down the hierarchy, coupled with good leadership concentrated at the top. On the other hand, a wartime force must have | competent leadership at all levels |
| Good management brings a degree of order and consistency to key issues like readiness, availability, and sustainment. However, no one has yet figured out how to _______ people into battle. They must be _______. | manage, led |
| Having a positive attitude is important for leaders because their attitude will be reflected in their | subordinates |
| The vision for Air Force Smart Operations for the 21st Century (AFSO21) is to establish a continuous process improvement environment in which all Airmen are | actively eliminating waste and continuously improving processes |
| The vision for AFSO21 is to establish a continuous process improvement environment in which all Airmen are actively eliminating waste and continuously improving processes. These improvements must be centered around | the core missions Airmen are responsible for conducting |
| Vision is helping people believe they can accomplish their goals and move toward a better future as a result of their own efforts. Vision must be specific enough to provide real guidance to people but | unbounded enough to encourage initiative and demonstrate relevancy to a variety of conditions |
| Even a clearly articulated and achievable vision may flounder if appropriate resource management and leadership practices do not accompany it. What is crucial about the vision is not its originality but | how well it serves mission requirements, strategic goals, and the Air Force as a whole |
| A vision that meets the organization’s needs at the time of implementation is unlikely, over time, to be applicable without changes. The vision-forming process should be | continual |
| ___________ is a force that energizes people and provides responsibility, ownership, and control over the work they perform. | Empowerment |
| The military is traditionally an authoritarian organization because the need for rapid decision making and crisis response necessitates | a traditional hierarchical framework |
| The role of the leader in fostering growth is to | identify and analyze knowledge and improvement opportunities |
| An important milestone in any subordinate’s development process is | to experience a significant challenge early in his or her career |
| To learn and improve, people need to be encouraged to try new things. A fundamental aspect of empowerment is acknowledging the right to | fail |
| Integrity is the willingness to do what is right even when no one is looking. Integrity is | A. the "moral compass", the inner voice, the voice of self-control B. the basis for the trust imperative in today’s Air Force C. the single most important part of character *D. all of these answers |
| Preoccupation with leadership often prevents us from considering the nature and importance of followership. Few leaders became successful without first having learned | followership skills |
| To be successful, leaders must devote attention to what their subordinates want and expect. Leaders demonstrate belief in their subordinates by | A. maintaining or enhancing their subordinates’ self-esteem B. listening carefully to their subordinates and responding with empathy C. asking for their subordinates’ help and encouraging their involvement *D. all of these answers |
| The relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally is known as | mentoring |
| Mentoring | A. is a promotion enhancement program B. helps prepare people for the increased responsibilities they will assume C. is an ongoing process and not confined to the formal feedback *D. both B and C |
| The primary mentor (coach, counselor, guide, role model) for each of his or her subordinates is | the immediate supervisor or rater |
| The immediate supervisor is the primary mentor for each of his or her subordinates. This designation in no way restricts the subordinate’s desire to | seek additional counseling and professional development advice from other sources or mentors |
| Several programs exist to help the commander and supervisor focus attention on a subordinate’s professional development. Among these are | A. perf feedback, profes military educa (PME), and academic educ oppor B. assignment policies, recognition programs, and the individual’s own personal development actions *D. both A and B |
| There are numerous paths to meet individual career and success goals. However, the individual's primary focus should be on | Air Force institutional needs |
| Completion of the Senior NCO Academy by correspondence or in residence and a CCAF degree is the minimum requirement for SNCOs to receive | a senior rater endorsement on their performance reports |
| Performance evaluations are an integral part of mentoring and professional development. Performance feedback is designed to | provide a realistic assessment of performance, career standing, future potential, and actions required to reach the next level of professional development |
| The ___________ outlines the requirements for promotion selection (SSgt through MSgt) and provides feedback score sheets to enlisted members considered for promotion. | Weighted Airman Promotion System (WAPS) |
| Selection for promotion to Senior Master Sergeant and Chief Master Sergeant is accomplished using | an integrated weighted and central selection board system |
| Selection for promotion to SMSgt and CMSgt is accomplished using an integrated weighted and central selection board system. In addition to the weighted score, the central selection board evaluates each individual using | the “whole person concept” |
| Selection for promotion to SMSgt and CMSgt is accomplished using an integrated weighted and central selection board system. Board scores are determined by considering: | performance, leadership, breadth of experience, job responsibility, professional competence, specific achievements, and education |
| When an individual becomes eligible for reassignment, the mentor and the individual should both focus on obtaining an assignment that | enhances professional development and meets Air Force needs without necessarily keying on a specific position or location |
| Military members are eligible for consideration for various decorations throughout their careers. However, supervisors should not submit recommendations just to | “do something for their people” |
| Leaders coach subordinates the same way athletic coaches improve their teams: | A. by identifying weaknesses B. by setting goals and developing and implementing plans of action C. by providing oversight and motivation throughout the process *D. all of these answers |
| The characteristics of effective counseling are: | Purpose, Flexibility, Respect, Communication, and Support |
| Air Force leaders must demonstrate certain qualities to be effective counselors. These qualities include | respect for subordinates, self-awareness, cultural awareness, empathy, and credibility |
| To be an effective counselor, the leader must demonstrate respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Respect for subordinates means | allowing them to take responsibility for their own ideas and actions |
| To be an effective counselor, the leader must demonstrate respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Self-awareness means | being fully aware of your own values, needs, and biases prior to counseling subordinates |
| The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Cultural awareness means | being aware of different cultural backgrounds and how these factors may influence values, perspectives, and actions |
| The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Empathy means | understanding and being sensitive to the feelings, thoughts, and experiences of another person |
| The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Credibility means | being honest and consistent in their statements and actions |
| The techniques needed to provide effective counseling vary from person to person and session to session. However, general skills needed in almost every situation include | active listening, responding, and questioning |
| The techniques needed to provide effective counseling vary from person to person and session to session. However, general skills needed in almost every situation include active listening, responding, and questioning. Active listening | communicates verbally and nonverbally that you have received the subordinate’s message |
| The general skills needed in almost every counseling situation include active listening, responding, and questioning. Responding | communicates understanding and clarifies and confirms what has been said |
| The general skills needed in almost every counseling situation include active listening, responding, and questioning. Questioning is | asking questions to obtain information or to get the subordinate to think about a particular situation |
| The two major categories of developmental counseling are | event-oriented counseling and performance and professional growth counseling |
| The two major categories of developmental counseling are event-oriented counseling and performance and professional growth counseling. Event-oriented counseling involves | a specific event or situation |
| The two major categories of developmental counseling are event-oriented counseling and performance and professional growth counseling. Event-oriented counseling includes | A. counseling for specific instances B. crisis counseling C. referral counseling *D. all of these |
| Event-oriented counseling may __________ events such as going to a promotion board or attending school or _________ events such as noteworthy duty performance, a problem with performance or mission accomplishment, or a personal problem. | precede, follow |
| Different people and different situations require different counseling approaches. Three approaches to counseling include: | nondirective, directive, and combined |
| The three approaches to counseling include nondirective, directive, and combined. The major difference between the approaches is | *C. the degree to which the subordinate participates and interacts during a counseling session |
| The three approaches to counseling include nondirective, directive, and combined. The nondirective approach | is preferred for most counseling sessions and avoids providing solutions or rendering opinions |
| The three approaches to counseling include nondirective, directive, and combined. The directive approach | A. wrk best to corct simp prob, make on-the-spot cor, & cor aspects of dty prfm B. is when the councl most of the tlk & tells the subord what to do & when to do it C. is app when a subo is immat, insecure, &has limi prob-solv skills D. all of these |
| The three approaches to counseling include nondirective, directive, and combined. The combined approach | uses techniques from both the directive and nondirective approaches, adjusting them to the subordinate |
| The four stages of the counseling process are: | identify the need for counseling, prepare for counseling, conduct the counseling session, and followup |
| The four stages of the counseling process are: identify the need for counseling, prepare for counseling, conduct the counseling session, and followup. When preparing for counseling, the counselor should | A. select a suitable place w/ min inter & free from distrac B. notify the subord well in advance of the reason for&time of the couns C. plan the counse apprch usin a strategy that suits the subordinate and situation *D. all of these answers |
| The counselor should be flexible when conducting a counseling session. Even when not prepared for formal counseling, the four basic components of a counseling session should be addressed: | open the counseling Session, discuss the issues, develop a plan of action, record and close the session |
| The counseling process does not end with the counseling session. Followup continues through implementation of the plan of action and evaluation of results. Appropriate measures after counseling include | A. followup counseling and making referrals B. informing the chain of command C. taking corrective measures *D. all of these answers |
| On the topic of Leveraging Diversity, the first step in leading a diverse organization is | to form common ground or a shared set of assumptions within which we communicate |
| Leadership style is | A. the way a leader or manager coaches or works with someone B. how a leader or manager behaves over time when trying to influence the performance of others |
| Situational leadership requires three skills: | diagnosis, flexibility, and partnering |
| Situational leadership requires three skills: diagnosis, flexibility, and partnering. Diagnosis means | the leader must learn to diagnose others’ needs |
| Situational leadership requires three skills: diagnosis, flexibility, and partnering. Flexibility means | the leader uses a variety of leadership styles |
| Situational leadership requires three skills: diagnosis, flexibility, and partnering. Partnering means | the leader comes to an agreement with followers on the appropriate leadership style |
| Situational leadership requires three skills: diagnosis, flexibility, and partnering. A leader is flexible and able to use four different leadership styles: | directing, coaching, supporting, and delegating |
| A leader is flex and is able to use four different leadership styles: directing, coaching, supporting, and delegating. The four styles consist of different combinations of two basic leadership behaviors a leader can use when trying to influence others: | Directive Behavior and Supporting Behavior |
| The four different leadership styles of directing, coaching, supporting, and delegating, consist of different combinations of two basic leadership behaviors: Directive Behavior and Supporting Behavior. Four words that define directive behavior are | structure, organize, teach, and supervise |
| The four different leadership styles of directing, coaching, supporting, and delegating, consist of different combinations of two basic leadership behaviors: Directive Behavior and Supporting Behavior. Words that describe supportive behavior include | praise, listen, ask, explain, and facilitate |
| Which of the four basic leadership styles is best? | no single leadership style is better than another |
| The four basic leadership styles are (1) Telling, (2) Coaching, (3) Participating, and (4) Delegating. Which of the following describes Telling? | The leader provides specific direction and closely monitors task accomplishment |
| The four basic leadership styles are (1) Telling, (2) Coaching, (3) Participating, and (4) Delegating. Which of the following describes Coaching? | The leader continues to direct and closely monitor task accomplishment but also explains decisions, solicits suggestions, and supports progress |
| The four basic leadership styles are (1) Telling, (2) Coaching, (3) Participating, and (4) Delegating. Which of the following describes Participating? | The leader facilitates and supports people’s efforts toward accomplishing tasks and shares responsibility for decision making with them |
| The four basic leadership styles are (1) Telling, (2) Coaching, (3) Participating, and (4) Delegating. Which of the following describes Delegating? | The leader turns over responsibility for decision-making and problem solving to the people |
| The expanded situational leadership model in Figure 10.4 shows the relationship of leader behavior or style to subordinate readiness. In practical applications of the model, a leader’s number one error is | incorrectly diagnosing a person who is insecure or apprehensive as being unmotivated |
Created by:
newkmatt
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