Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PDG Promotion Flashcards > Chapter 10 > Flashcards

Chapter 10 Flashcards

2
Q

There is a significant difference between commanding and leading: (10.1)

A

given the authority, anyone can command while leading is a delicate art calling for people-oriented attributes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Leadership is the art of influencing and directing people to accomplish the mission. This definition highlights two fundamental elements: (10.2.)

A

(1) the mission, goal, or task, and (2) the people who accomplish it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Accomplishing the mission is the primary task of every military organization; everything else must be _______. (10.2.)

A

subordinate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

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 _______. (10.2.)

A

will fail

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

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.” (10.2.)

A

people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

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 _______. (10.2.1.)

A

genuinely care for them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

There are no magic formulas when it comes to being a successful leader. The best advice may be to _______. (10.4.)

A

“be yourself”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

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, they must also: (10.5.)

A

enforce them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

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 _______. (10.5.1.)

A

the Air Force’s mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

The _______ provides the control and communications necessary to accomplish the mission. (10.5.4.)

A

chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Each level of the chain of command is responsible for a lower level and accountable to all higher levels. The chain cannot work without _______. (10.5.4.)

A

loyalty at every level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The chain of command provides the control and communications necessary to accomplish the mission. The key principle is: (10.5.4.)

A

to resolve problems and seek answers at the lowest possible level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Supervisors must make sure their subordinates meet Air Force standards at all times. Standards of conduct apply: (10.5.5.)

A

-both on and off duty-in personal behavior-in the treatment of others in both military and civilian environments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

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, will _______. (10.5.6.)

A

degrade leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Some observers believe that military success depends on effective management while others insist charismatic leadership is the key to success. In reality: (10.6.1.)

A

a combination of both is essential

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

The PDG explains the roles of leadership and management by examining them in terms of three elements: (10.6.2.)

A

behavior, personal characteristics, and organizational situation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

To illustrate the difference between leadership and management behavior, _______ is based on building organizational relations that mesh together like the parts of a timepiece while _______ concentrates on making the hands of the timepiece move. (10.6.2.1.1.)

A

managerial behavior; leadership behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

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 _______. (10.6.2.1.2.)

A

motivate and inspire people to keep moving in the right direction by satisfying human needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

According to Bennis’s Behavioral Characteristic Comparison chart, managers administer, maintain, and control while leaders: (Fig 10.1.)

A

motivate, develop, and inspire

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

In order to be successful, leaders must: (10.6.2.2.)

A

have a grasp of both management and leadership skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

To be successful, an organization needs both leadership and management. 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: (10.6.2.3.2.)

A

competent leadership at all levels

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

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 _______. (10.6.2.3.2.)

A

manage, led

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

The PDG lists leadership qualities under the categories of (1) Positive Attitude, (2) Values, (3) Character, and (4) Credibility. Having a positive attitude is important for leaders because their attitude will be reflected in their _______. (10.7.1.)

A

subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

The PDG lists leadership qualities under the categories of (1) Positive Attitude, (2) Values, (3) Character, and (4) Credibility. The character traits of effective leaders include: (10.7.3.)

A

charisma, compassion, and courage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Which characteristic, according to Webster, is a special characteristic of leadership that inspires allegiance and devotion but may be contrary to authority and superiors consequently frown on it? (10.7.3.1.)

A

charisma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

The PDG lists leadership qualities under the categories of (1) Positive Attitude, (2) Values, (3) Character, and (4) Credibility. Successful leaders earn credibility by: (10.7.4.)

A

leading by example and taking responsibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

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: (10.8.)

A

actively eliminating waste and continuously improving processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

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: (10.8.)

A

the core missions Airmen are responsible for conducting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

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 _______. (10.8.1.2.)

A

unbounded enough to encourage initiative and demonstrate relevancy to a variety of conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

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 _______. (10.8.3.)

A

how well it serves mission requirements, strategic goals, and the Air Force as a whole

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

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 _______. (10.8.4.)

A

continual

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

_______ is a force that energizes people and provides responsibility, ownership, and control over the work they perform. (10.9.1.)

A

Empowerment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

The military is traditionally an authoritarian organization because the need for rapid decision-making and crisis response necessitates _______. (10.9.2.1.)

A

a traditional hierarchical framework

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

The role of the leader in fostering growth is to _______. (10.10.2.1. and 10.10.2.2.)

A

-provide challenging and enlightening experiences-identify and analyze knowledge and improvement opportunities-insist their people focus attention on the aspects of a situation, mission, or project that they control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

An important milestone in any subordinate’s development process is _______. (10.10.3.2.)

A

to experience a significant challenge early in his or her career

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

To learn and improve, people need to be encouraged to try new things. A fundamental aspect of empowerment is acknowledging the right to _______. (10.10.4.1.)

A

fail

38
Q

Integrity is the willingness to do what is right even when no one is looking. Integrity is _______. (10.12.1.)

A

-the “moral compass”, the inner voice, the voice of self-control-the basis for the trust imperative in today’s Air Force-the single most important part of character

39
Q

The Air Force core values are Integrity First, Service Before Self, and Excellence In All We Do. There are several aspects of excellence: (10.12.3.)

A

Personal Excellence, Organizational Excellence, Resource Excellence, Operational Excellence

40
Q

Preoccupation with leadership often prevents us from considering the nature and importance of followership. Few leaders became successful without first having learned _______. (10.13.)

A

followership skills

41
Q

Why are followers important? (10.14.)

A

junior members have knowledge, skills, and abilities that can maximize work center effectiveness

42
Q

To be successful, leaders must devote attention to what their subordinates want and expect. Leaders demonstrate belief in their subordinates by: (10.16.)

A

-maintaining or enhancing their subordinates’ self-esteem-listening carefully to their subordinates and responding with empathy-asking for their subordinates’ help and encouraging their involvement

43
Q

What are ways to promote empowered followership? (10.17.)

A

-help followers develop their own initiatives-encourage followers to use their own judgment-allow followers to grow and become more effective communicators

44
Q

The relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally is known as _______. (10.18.)

A

mentoring

45
Q

Mentoring (10.19.1.)

A

-helps prepare people for the increased responsibilities they will assume-is an ongoing process and not confined to the formal feedback

46
Q

Mentoring is part of a professional relationship because: (10.19.1.)

A

-it fosters communication between subordinates and supervisors concerning careers, performance, duties, and missions-it enhances morale and discipline and improves the operational environment while maintaining respect for authority

47
Q

The primary mentor for each Airman is: (10.20.1.)

A

the immediate supervisor or rater

48
Q

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: (10.20.1.)

A

seek additional counseling and professional development advice from other sources or mentors

49
Q

Several programs exist to help the commander and supervisor focus attention on a subordinate’s professional development. Among these are: (10.20.3.)

A

-performance feedback, professional military education (PME), and academic education opportunities-assignment policies, recognition programs, and the individual’s own personal development actions

50
Q

There are numerous paths to meet individual career and success goals. However, the individual’s primary focus should be on _______. (10.21.)

A

Air Force institutional needs

51
Q

The role of PME in professional development is: (10.22.)

A

-to prepare individuals to take on increased responsibilities appropriate to their grade-to enhance individuals’ contribution to the Air Force

52
Q

Completion of the Senior NCO Academy by correspondence or in residence and a CCAF degree is the minimum requirement for SNCOs to receive _______. (10.22.)

A

a senior rater endorsement on their performance reports

53
Q

Performance evaluations are an integral part of mentoring and professional development. Performance feedback is designed to: (10.24.)

A

provide a realistic assessment of ratee performance, career standing, future potential, and actions required to reach the next level of professional development

54
Q

The _______ outlines the requirements for promotion selection (SSgt through MSgt) and provides feedback score sheets to enlisted members considered for promotion. (10.25.)

A

Weighted Airman Promotion System (WAPS)

55
Q

Selection for promotion to Senior Master Sergeant and Chief Master Sergeant is accomplished using _______. (10.25.)

A

an integrated weighted and central selection board system

56
Q

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 _______. (10.25.)

A

the “whole person concept”

57
Q

Selection for promotion to SMSgt and CMSgt is accomplished using an integrated weighted and central selection board system. Board scores are determined by considering: (10.25.)

A

performance, leadership, breadth of experience, job responsibility, professional competence, specific achievements, and education

58
Q

When an individual becomes eligible for reassignment, the mentor and the individual should both focus on obtaining an assignment that: (10.26.)

A

enhances professional development and meets Air Force needs without necessarily keying on a specific position or location

59
Q

Supervisors should not submit recommendations for awards just to “do something for their people.” Supervisors should restrict recommendations to: (10.27.)

A

-recognition of meritorious service-recognition of outstanding achievement-performance that clearly place the individual above his or her peers

60
Q

Leaders coach subordinates the same way athletic coaches improve their teams: (10.30.)

A

-by identifying weaknesses-by setting goals and developing and implementing plans of action-by providing oversight and motivation throughout the process

61
Q

The characteristics of effective counseling are: (Fig 10.2.)

A

Purpose, Flexibility, Respect, Communication, and Support

62
Q

Air Force leaders must demonstrate certain qualities to be effective counselors. These qualities include: (10.31.)

A

respect for subordinates, self-awareness, cultural awareness, empathy, and credibility

63
Q

To be an effective counselor, the leader must demonstrate respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Respect for subordinates means: (10.31.1.)

A

allowing them to take responsibility for their own ideas and actions

64
Q

To be an effective counselor, the leader must demonstrate respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Self-awareness means: (10.31.2.)

A

being fully aware of your own values, needs, and biases prior to counseling subordinates

65
Q

The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Cultural awareness means: (10.31.3.)

A

being aware of different cultural backgrounds and how these factors may influence values, perspectives, and actions

66
Q

The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Empathy means: (10.31.4.)

A

understanding and being sensitive to the feelings, thoughts, and experiences of another person

67
Q

The leader must demonstrate certain qualities to be an effective counselor: respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. Credibility means: (10.31.5.)

A

being honest and consistent in statements and actions

68
Q

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 _______. (10.32.)

A

active listening, responding, and questioning

69
Q

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: (10.32.1.)

A

communicates verbally and nonverbally that you have received the subordinate’s message

70
Q

The general skills needed in almost every counseling situation include active listening, responding, and questioning. Responding: (10.32.2.)

A

communicates understanding and clarifies and confirms what has been said

71
Q

The general skills needed in almost every counseling situation include active listening, responding, and questioning. Questioning is: (10.32.3.)

A

asking questions to obtain information or to get the subordinate to think about a particular situation

72
Q

The two major categories of developmental counseling are _______. (10.33.)

A

event-oriented counseling and performance and professional growth counseling

73
Q

The two major categories of developmental counseling are event-oriented counseling and performance and professional growth counseling. Event-oriented counseling involves: (10.33.1.)

A

a specific event or situation

74
Q

The two major categories of developmental counseling are event-oriented counseling and performance and professional growth counseling. Event-oriented counseling includes _______. (10.33.1.)

A

-counseling for specific instances-crisis counseling-referral counseling

75
Q

Different people and different situations require different counseling approaches. Three approaches to counseling include: (10.34.)

A

nondirective, directive, and combined

76
Q

The three approaches to counseling include nondirective, directive, and combined. The major difference between the approaches is: (10.34.)

A

the degree to which the subordinate participates and interacts during a counseling session

77
Q

The three approaches to counseling include nondirective, directive, and combined. The nondirective approach: (10.34.1.)

A

is preferred for most counseling sessions and avoids providing solutions or rendering opinions

78
Q

The three approaches to counseling include nondirective, directive, and combined. The directive approach: (10.34.2.)

A

-works best to correct simple problems, make on-the-spot corrections, and correct aspects of duty performance-is when the counselor does most of the talking and tells the subordinate what to do and when to do it-is appropriate when a subordinate is immature, insecure, and has limited problem-solving skills

79
Q

The three approaches to counseling include nondirective, directive, and combined. The combined approach: (10.34.3.)

A

uses techniques from both the directive and nondirective approaches, adjusting them to the subordinate

80
Q

The four stages of the counseling process are: (10.35.)

A

identify the need for counseling, prepare for counseling, conduct the counseling session, and followup

81
Q

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 _______. (10.35.2.1. - 10.35.2.6.)

A

-select a suitable place with minimal interruptions and free from distractions-notify the subordinate well in advance of the reason for and time of the counseling-plan the counseling approach using a strategy that suits the subordinate and situation

82
Q

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: (10.35.3.)

A

open the counseling session, discuss the issues, develop a plan of action, record and close the session

83
Q

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 _______. (10.35.4.)

A

-followup counseling and making referrals-informing the chain of command-taking corrective measures

84
Q

On the topic of Leveraging Diversity, the first step in leading a diverse organization is: (10.36.2.)

A

to form common ground or a shared set of assumptions within which we communicate

85
Q

Leadership style is the way a leader or manager coaches or works with someone. A situational leader changes his or her style depending on _______. (10.37.1.)

A

the person he or she is working with and on the mission

86
Q

Situational leadership requires three skills: (10.37.2.)

A

diagnosis, flexibility, and partnering

87
Q

Situational leadership requires three skills: diagnosis, flexibility, and partnering. Diagnosis means: (10.37.2.)

A

the leader must learn to diagnose others’ needs

88
Q

Situational leadership requires three skills: diagnosis, flexibility, and partnering. Flexibility means: (10.37.2.)

A

the leader uses a variety of leadership styles

89
Q

Situational leadership requires three skills: diagnosis, flexibility, and partnering. Partnering means: (10.37.2.)

A

the leader comes to an agreement with followers on the appropriate leadership style

90
Q

A leader is flexible and able to use four different leadership styles: (10.37.2.)

A

directing, coaching, supporting, and delegating

PDG Promotion Flashcards (18 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions