Chapter-10 Flashcards
Explain the difference between commanding andleading. (219)
Given the authority, anyone can command. Leading, however,is a delicate art that calls for people-oriented attributesdeveloped with determination and practical experience.
What is leadership? (219)
The art and science of influencing, motivating and directingAirmen to accomplish the Air Force mission in joint warfare.
What are the two fundamental elements of leadership?(219)
The 1) mission, objective or task; and 2) Airmen who accomplishit. (Leadership should support both elements.)
The Air Force expects members to develop leadershipskills. How does this development apply to enlistedmembers? (219)
Enlisted members will operate primarily at the tactical levelof expertise, combining their technical skills with their directinfluence on subordinates.
What is the primary task of every military organization?(219)
Accomplishing the mission.
State-of-the-art technology and equipment are theassets that determine the unit’s success or failure. T/F(219)
False. (People are the most important assets. Without theirsupport, the unit will fail.)
What important principle of leadership is often neglected?(219)
Involvement - knowing your Airmen and showing sincereinterest in their problems, career development and welfare.(Involvement is key to maximizing worker performance andthe mission.)
Who must leaders hold accountable for their actions?(220)
Themselves and their people.
In General W. L. Creech’s opinion, what is the most”ruinous path” for leaders? (220)
“Selective enforcement of rules and standards.”
What may be the toughest part of being a leader?(220)
Setting a proper example. (Successful leaders constantlyevaluate themselves and work on their shortcomings.)
In leadership self-evaluation, you must assess howeffectively you can 1) make and stand by tough decisions;2) stay flexible; and3) remain enthusiastic and cheerful.Name three more areas you should assess. (220)
Any three of the following: assess how effectively you can 4)do your best with inadequate means;5) inspire people;6) take reasonable risks so subordinates can grow; 7) let subordinatesbe creative; 8) invite communication;9) listen; 10) withhold judgment until facts are in; 11) accept subordinates’failures as your own; 12) recognize their successes as theirown; 13) do many things at once; 14) manage complex jobs;15) carry out orders as well as give them.
What six things did General Louis L. Wilson, Jr.advise leaders to do? (220-221)
1) Be tough; 2) get out from behind the desk; 3) search outproblems; 4) find the critical path to success; 5) be sensitive;6) be honest.
What did General Louis L. Wilson, Jr. advise leadersnot to do? (221)
Don’t 1) take things for granted; 2) alibi; 3) procrastinate4) tolerate incompetence.
Morale will almost certainly be higher if you are atough leader. T/F (220)
True. (Set your standards high and insist your people measureup.)
What leadership advice eliminates many peopleproblems and shows your Airmen that you’re interestedin their problems, work conditions and welfare? (220)
Get out from behind your desk and see for yourself what’sgoing on in your work center.
Every organization has problems. As a leader, whatis the trick to finding them? (221)
Fostering an environment that encourages people to bringthem to you.
What does “find the critical path to success” mean toleaders? (221)
Get involved personally and concentrate on make-or-breakissues in your organization. Don’t waste time on inconsequentialor trivial matters.
Explain what “do not alibi” means to leaders. (221)
People make mistakes. Don’t be defensive about them.
As a leader, you are advised to be sensitive and empatheticwith your people, yet you shouldn’t tolerate incompetence.What should you do if someone demonstrateslaziness, disinterest or inability to get the jobdone? (221)
Terminate his or her assignment.
Nothing can be more disastrous than garbled information,half-truths and falsifications. Regarding honesty,what leadership advice did General Louis L. Wilson Jr.give first? (221)
Tell it like it is and insist that your people do likewise. (Healso advised leaders to create an atmosphere of trust andconfidence.)
What standards must Air Force leaders know andenforce? (221)
Standards of conduct, discipline, and customs and courtesies.
What is the mission of the Air Force? (221)
To deliver sovereign options for the defense of the UnitedStates and its global interests - to fly and fight in air, spaceand cyberspace.
What oath does every member take voluntarily uponentering the Air Force and reaffirm upon reenlistment?(221)
To support and defend the US Constitution, bear true faithand allegiance to it, and obey the orders of the President andsuperior officers according to regulations and the UCMJ.
When are Air Force members subject to duty? (222)
24 hours a day, 365 days a year.
The __ of __ provides the control and communicationsneeded to accomplish the mission. (222)
Chain of command. (It cannot work without loyalty at everylevel.)
What is the key principle behind the chain of command?(222)
Resolving problems and seeking answers at the lowest possible level.
Standards of conduct only apply while on-duty in a Vmilitary environment. T/F (222)
False. (They apply on- and off-duty, in personal behaviorand in treatment of others, in military and civilian environments.)
Officers and NCOs must not give the appearance offavoritism or impropriety in their personal relationships with whom? (222)
Coworkers and Airmen. (Excessive socialization and unduefamiliarity, real or perceived, degrade leadership.)
Some people believe military success depends oneffective management, while others believe charismatic leadership is the key to success. Who is correct? (222)
A combination of both is essential.
The roles of leadership and management are betterunderstood in terms of what three elements? (222)
1) Behavior; 2) personal characteristics; and 3) organizational situation.
Which author stated, “Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done”? (222)
Warren G. Bennis, PhD
“Leadership is of the spirit … management is of the__ ,” according to Field Marshal Sir William Slim.(223)
Mind.
__ administer, maintain and control. __ motivate,develop and inspire. (223-Fig)
Managers. Leaders.
Are managers or leaders problem solvers who seekconflict avoidance? (223-Fig)
Managers. (Leaders are analysts of purposes and causes whoaccept and invite conflict.)
Are managers or leaders values-driven and ambiguous? (223-Fig)
Leaders. (Managers are statistics-driven and thrive on predictability.)
Do managers or leaders ensure organizational objectives are achieved, even if they disagree with them? (223-Fig)
Managers. (Leaders ensure that their objectives and those of the organization become the same.)
Are the personal characteristics of successful leaders or managers exclusively positive? (223)
Neither’s personal characteristics are exclusively positive or negative. Leaders must have a grasp of management and leadership skills. The two cannot and should not be separated.
The art of leadership includes management. T/F(223)
True.
Different personal characteristics mean the bestmanagers do not make good leaders, and vice versa. T/F (223)
False. (The best managers tend to become good leaders andeffective leaders are usually good managers.)
__ launch and steer organizations toward goalsand strategies. __ ensure resources are available and efficiently used. (223)
Leaders. Managers.
__ organize people. __ align them, understandthe vision and are committed to it. (223)
Managers. Leaders.
An organization needs a balance of strong leadership and strong management. T/F (223)
True.
Explain why a peacetime force can survive with good management at all levels and good leadership concentrated at the top, but a wartime force needs competent leadership at all levels. (224)
Because good management brings a degree of order and consistencyto key issues like readiness, availability and sustainment,but people must be led into battle.
Name four leadership qualities. (224)
I) Positive attitude; 2) values; 3) character;4) credibility.
Why must a leader’s attitude convey enthusiasm andencouragement? (224)
Because Airmen’s attitudes are a direct reflection of the leader’s attitude.
List three aspects of the leadership quality “values.”(224)
1) Trust; 2) loyalty;3) integrity.
Why is reliability an important aspect of trust withinan organization? (224)
Because reliability (even in small things like punctuality and prompt attention to correspondence) translates into the trustpeople have in one another.
What value is defined as a consistent, honest demonstration of personal commitment to the organization and its vision? (224)
Integrity.
The leadership quality __ includes charisma,compassion and courage. (224)
Character.
Leadership combines competence and character.Which one are poor leaders most likely to lack? (224)
Character.
Paul Fussel wrote that followers must like and wantto be like the leader, or want the leader to like them. T/F (224)
True.
A leader’s character includes __ , a special characteristicthat inspires allegiance and devotion. (224)
Charisma. (It can be effective, but is not a cure-all for leadershipneeds.)
Courage takes many forms, not just in combat andhigh-risk situations. Leaders must also show the __courage to be honest and sincere in their day-to-day taskings. (224)
Moral. (A leader’s courage helps followers maintain composure in stressful situations and provides motivation to endure hardships.)
Which leadership quality demonstrates humility,commitment and the ability to draw out each member’s unique strengths? (224)
Credibility.
Why is a leader’s credibility fragile? (225)
Because it takes years to earn through persistent, consistentand patient leadership, yet can be lost with one thoughtlessremark, act or broken agreement.
How do successful leaders earn credibility? (225)
They lead by example and take responsibility for their ownactions and those of their Airmen.
Through positive __ , leaders show that they liveby their values. (225)
Behavior.
What is the vision for Air Force Smart Operationsfor the 21st Century (AFS021)? (225)
To establish an environment in which all Airmen actively eliminate waste and continually improve processes.
Why is it crucial to embrace and communicate theAir Force Smart Operations for the 21st Century(AFS021) vision? (225)
Because Air Force leaders must have a collective vision that empowers, inspires, challenges and motivates followers to the highest levels of commitment and a continuous process improvement environment.
Vision helps people believe they can accomplish their goals and move toward a better future as a result of their own efforts. President Franklin D. Roosevelt’s 1940 announcement of a production goal of 50,000 planes a year, and President John F. Kennedy’s 1961 announcementthat we would put a man on the moon within the decadeare both examples of conveying a vision through __ .(225)
Inspiration.
Leaders should constantly anticipate influences,trends and demands that will affect the vision. A common error of leadership is preoccupation with the __ at the expense of the future. (225)
Present
To be of realistic value, a vision must be logical, deductive and plausible. T/F (225)
True. (It must also be specific enough to provide real guidance.)
When implementing the vision, senior leadership hasthe authority and responsibility to change the system as awhole. What can lower-level leaders do to implement thevision? (225)
Direct supervisors and subordinates to the appropriate tasksby communicating the vision to the unit, shop or work center.
A vision’s originality is as important as how well itserves the mission requirements, the strategic goals of theunit and the Air Force as a whole. T/F (226)
False. (It is less important.)
Should a vision be enduring and committed orshould the process be continual, with revisions andamendments? (226)
Continual.
__ means assigning people tasks to accomplish,while giving them the freedom to do so creatively. (226)
Empowerment.
Effective empowerment requires good __ of authority.(226)
Delegation.
What kind of leadership emphasizes sensitivity toneeds, involves people and asks them for help? (226)
Participative. (Don’t confuse this with empowerment.)
What does the essence of empowerment require?(226)
That leaders and followers identify with their respectiveshare of the organization’s goals.
The continual of leader-follower roles createsan environment that allows leaders and followers to realize organizational goals and objectives more effectively.(226)
Transformation.
Is effective empowerment a new concept? (226)
No. (Great leaders of the past never directly told people howto do their job, but explained what needed to be done and lettheir people achieve their own successes.)
What is the cornerstone of the mutually dependentrelationship between leaders and followers? (226)
Trust.
The guidelines to empowerment encourage leaders tobe flexible and patient. To whom should you delegatedecisions? (226)
To those closest to the issues. (Allow Airmen to choose howto implement the vision.)
While empowering followers, leaders must clearlymaintain a firm grip on the __ requirements and thestrategic plan. (226)
Operational.
Regarding empowerment, in what way should Airmenbe encouraged to improve the organization’s vision?(226-227)
Those with expert knowledge in a particular field should beencouraged to use this knowledge to improve the visionwhen and where possible.
Why do empowered followers need sufficient trainingon the task at hand? (226)
To realize their potential in fulfilling the organization’s vision.
Empowerment requires even more highly refinedsupervisory skills than traditional autocracy. What four things do subordinates continually need in this respect?(227)
1) Direction; 2) knowledge; 3) resources;4) support.
Empowerment is often associated with __ leadership (abdicating responsibility and leaving Airmen to their own devices). (227)
Laissez-faire.
Consensus is a determination of what the groupwants. Do leaders seek consensus? (227)
No, they build consensus.
Imposing empowerment on followers breeds __ .(227)
Compliance (not commitment).
Military life is a constant process of training andeducation. Should effective leaders be master students or master teachers? (227)
They must be both.
Why should leaders insist that Airmen focus theirattention on the aspects of a situation, mission or project they control? (227)
To foster professional growth. (Provide challenging and enlightening experiences.)
Setting __ encourages subordinates to learn, provides the leader with feedback on subordinates’ performance, ensures quality control of unit output and gives subordinates a goal and the inspiration to develop and perform to the best of their ability. (227)
Standards.
General H. Norman Schwarzkopf, Jr. said, “Peoplewant to know what is expected of them … they need to know how you measure that success. Allow for a few because people should be given the latitude tolearn.” (227)
Mistakes.
To develop Airmen, a leader must 1) train replacements;and 2) develop understanding of roles and responsibilities.Name three more of these tasks. (227-228)
3) be an advisor and mentor; 4) provide opportunities for growth and promotion; 5) clarify expectations; 6) strengthen service identity; 7) allow Airmen to make decisions and experience leadership; and 8) encourageand facilitate formal education.