Chapter 10 Flashcards
There is a significant difference between commanding and leading: (10.1)
given the authority, anyone can command while leading is a delicate art calling for people-oriented attributes
Leadership is the art and science of motivating, influencing, and directing Airmen to accomplish the Air Force mission. This definition highlights two fundamental elements of leadership: (10.2.)
(1) the mission, objective, or task, and (2) the Airmen who accomplish it
Accomplishing the mission is the primary task of every military organization; everything else must be _______. (10.2.)
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 _______. (10.2.)
fail
The Air Force expects its members to develop leadership skills. The nature and extent of that development depends on: (10.2.)
the member’s status: officer, enlisted, or civilian
The Air Force expects its members to develop leadership skills. The nature and extent of that development depends on the member’s status: officer, enlisted, or civilian. Air Force enlisted members will operate chiefly at what level? (10.2.)
tactical
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.)
people
Good leaders get involved in their Airmen’s careers. People merely obey arbitrary commands and orders but they respond quickly and usually give extra effort for leaders who _______. (10.2.1.)
genuinely care about them
There are no magic formulas when it comes to being a successful leader. The best advice may be: (10.4.)
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, they must also: (10.5.)
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 _______. (10.5.1.)
the Air Force’s mission
The _______ provides the control and communications necessary to accomplish the mission. (10.5.4.)
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 _______. (10.5.4.)
loyalty at every level
The chain of command provides the control and communications necessary to accomplish the mission. The key principle is: (10.5.4.)
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: (10.5.5.)
-both on and off duty-in personal behavior-in the treatment of others in both military and civilian environments
NCOs must make sure their relationships with coworkers and Airmen do not give the appearance of favoritism or impropriety. Excessive socialization and undue familiarity, real or perceived, will _______. (10.5.6.)
degrade leadership
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 combination of both is essential
The PDG explains the roles of leadership and management by examining them in terms of three elements: (10.6.2.)
behavior, personal characteristics, and organizational situation
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.)
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 _______. (10.6.2.1.2.)
motivate and inspire people to keep moving in the right direction by satisfying human needs
According to Bennis’s Behavioral Characteristics Comparison chart, managers administer, maintain, and control while leaders: (Fig 10.1.)
motivate, develop, and inspire
In order to be successful, leaders must: (10.6.2.2.)
have a grasp of both management and leadership skills
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.)
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 manage people into battle. They must be _______. (10.6.2.3.2.)
led
The PDG lists the following leadership qualities: (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.)
Airmen
The PDG lists the following leadership qualities: (1) Positive Attitude, (2) Values, (3) Character, and (4) Credibility. The character traits of effective leaders include: (10.7.3.)
charisma, compassion, and courage
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.)
charisma
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.)
leading by example and taking responsibility
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.)
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: (10.8.)
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 _______. (10.8.1.1. and 10.8.1.2.)
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 _______. (10.8.3.)
how well it serves mission requirements, strategic goals, and the Air Force
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.)
continual
_______ is a force that energizes people and provides responsibility, ownership, and control over the work they perform. (10.9.1.)
Empowerment
The military is traditionally an authoritarian organization because the need for rapid decisionmaking and crisis response necessitates: (10.9.2.1.)
a traditional hierarchical framework
The role of the leader in fostering growth is to _______. (10.10.2.1. and 10.10.2.2.)
-provide challenging and enlightening experiences-identify and analyze knowledge and improvement opportunities-insist their Airmen focus attention on the aspects of a situation, mission, or project they control
An important milestone in any Airman’s development process is _______. (10.10.3.2.)
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 _______. (10.10.4.1.)
fail
Integrity is the willingness to do what is right even when no one is looking. Integrity is _______. (10.12.1.)
-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
Preoccupation with leadership often prevents us from considering the nature and importance of followership. Few leaders became successful without first having learned _______. (10.13.)
followership skills
Why are followers important? (10.14.)
junior members have knowledge, skills, and abilities that maximize work center effectiveness
To be successful, leaders must devote attention to what their Airmen want and expect. Leaders demonstrate belief in their Airmen by: (10.16.)
-maintaining or enhancing their Airmen’s self-esteem-listening carefully to their Airmen and responding with empathy-asking for their Airmen’s help and encouraging their involvement
Followers who are treated as if they are not important, or who perceive that they are not important, lose their willingness and desire to perform. Leaders can prevent this by: (10.16.)
-maintaining or enhancing their Airmen’s self-esteem-listening carefully to their Airmen and responding with empathy-asking for their Airmen’s help and encouraging their involvement
What are ways to promote empowered followership? (10.17.)
-help followers develop their own initiatives-encourage followers to use their own judgment-allow followers to grow and become more effective communicators
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.)
mentoring
Mentoring: (10.19.1.)
-helps prepare people for the increased responsibilities they will assume-is an ongoing process and not confined to the formal feedback
Mentoring is part of a professional relationship because: (10.19.1.)
-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
The primary mentor for each Airman is: (10.20.1.)
the immediate supervisor or rater
The immediate supervisor is the primary mentor for each of his or her Airmen. This designation does not restrict the subordinate’s desire to: (10.20.1.)
seek additional counseling and professional development advice from other sources or mentors
Several programs exist to help the commander and supervisor focus attention on an Airman’s professional development. Among these are: (10.20.3.)
-performance feedback, professional military education (PME), and academic education opportunities-assignment policies, recognition programs, and the individual’s own personal development actions
There are numerous paths to meet individual career and success goals. However, the individual’s primary focus should be on _______. (10.21.)
Air Force institutional needs
The role of PME in professional development is: (10.22.)
-to prepare individuals to take on increased responsibilities appropriate to their grade-to enhance individuals’ contribution to the Air Force
Completion of the Senior NCO Academy by correspondence or in residence and a CCAF degree is the minimum requirement for Senior NCOs to receive _______. (10.22.)
a senior rater endorsement on their performance reports
Performance evaluations are an integral part of mentoring and professional development. Performance feedback is designed to: (10.24.)
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. (10.25.)
Weighted Airman Promotion System (WAPS)
Selection for promotion to Senior Master Sergeant and Chief Master Sergeant is accomplished using _______. (10.25.)
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 _______. (10.25.)
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: (10.25.)
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: (10.26.)
enhances professional development and meets Air Force needs without keying on a specific position or location
Supervisors should not submit recommendations for awards just to “do something for their people.” Supervisors should restrict recommendations to: (10.27.)
-recognition of meritorious service-recognition of outstanding achievement-performance that clearly place the individual above his or her peers
Leaders coach Airmen the same way athletic coaches improve their teams: (10.30.)
-by identifying weaknesses-by setting goals and developing and implementing plans of action-by providing oversight and motivation throughout the process
The characteristics of effective counseling are: (Fig 10.2.)
Purpose, Flexibility, Respect, Communication, and Support
Air Force leaders must demonstrate certain qualities to be effective counselors. These qualities include: (10.31.)
respect for Airmen, self-awareness, cultural awareness, empathy, and credibility
To be an effective counselor, the leader must demonstrate respect for Airmen, self-awareness, cultural awareness, empathy, and credibility. Respect for Airmen means: (10.31.1.)
allowing them to take responsibility for their own ideas and actions
To be an effective counselor, the leader must demonstrate respect for Airmen, self-awareness, cultural awareness, empathy, and credibility. Self-awareness means: (10.31.2.)
leaders being fully aware of their own values, needs, and biases before counseling Airmen
The leader must demonstrate certain qualities to be an effective counselor: respect for Airmen, self-awareness, cultural awareness, empathy, and credibility. Cultural awareness means: (10.31.3.)
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 Airmen, self-awareness, cultural awareness, empathy, and credibility. Empathy means: (10.31.4.)
understanding and being sensitive to another person’s feelings, thoughts, and experiences
The leader must demonstrate certain qualities to be an effective counselor: respect for Airmen, self-awareness, cultural awareness, empathy, and credibility. Credibility means: (10.31.5.)
being honest and consistent in 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 _______. (10.32.)
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: (10.32.1.)
communicates verbally and nonverbally that the message has been received
The general skills needed in almost every counseling situation include active listening, responding, and questioning. Responding: (10.32.2.)
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: (10.32.3.)
asking questions to obtain information or to get the Airman to think about a particular situation
The two major categories of developmental counseling are _______. (10.33.)
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: (10.33.1.)
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 _______. (10.33.1.)
-counseling for specific instances-crisis counseling-referral counseling
Different people and different situations require different counseling approaches. Three approaches to counseling include: (10.34.)
nondirective, directive, and combined
The three approaches to counseling include nondirective, directive, and combined. The major difference between the approaches is: (10.34.)
the degree to which the Airman participates and interacts during a counseling session
The three approaches to counseling include nondirective, directive, and combined. The nondirective approach: (10.34.1.)
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: (10.34.2.)
-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 Airman what to do and when to do it-is appropriate when an Airman is immature, insecure, and has limited problem-solving skills
The three approaches to counseling include nondirective, directive, and combined. The combined approach: (10.34.3.)
uses techniques from both the directive and nondirective approaches, adjusting them to the Airman
The four stages of the counseling process are: (10.35.)
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: (10.35.2.1. - 10.35.2.6.)
-select a suitable place with minimal interruptions and free from distractions-notify the Airman well in advance of the reason for and time of the counseling-plan the counseling approach using a strategy that suits the Airman and situation
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.)
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 _______. (10.35.4.)
-followup counseling and making referrals-informing the chain of command-taking corrective measures
Our work environment today is more diverse than ever. The first step in leading a diverse organization is: (10.36.2.)
to form common ground or a shared set of assumptions within which we communicate
Although the leadership theories of the past were successful, Full Range Leadership Development was adopted because: (10.37.)
it combines the best parts of past leadership theories
Although the leadership theories of the past were successful, Full Range Leadership Development was adopted because it combined the best parts of past leadership theories. It requires us to view leadership as a system made up of three core elements: (10.37.)
the leader, the follower, and the situation
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and _______. (10.37.2.)
Transformational Leadership
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Which is least effective? (10.37.2.)
Laissez-Faire
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Which is most effective? (10.37.2.)
Transformational Leadership
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Laissez-Faire behavior is: (10.37.2.1.)
viewing the development and needs of subordinates as someone else’s concern
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Management by Exception (passive) behavior is: (10.37.2.2.)
the “if it ain’t broke, don’t fix it” leadership style
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Management by Exception (active) behavior is: (10.37.2.3.)
controlling processes and personnel with very active supervision
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Contingent Rewards behavior is: (10.37.2.4.)
providing a reward contingent on the follower performing to expectations
The Full Range Leadership Development model includes five leadership behaviors: Laissez-Faire, Management by Exception (passive), Management by Exception (active), Contingent Rewards, and Transformational Leadership. Transformational Leadership behavior is: (10.37.2.5.)
offering followers a vision and inspiring their mission
The transformational leader offers followers a vision and inspires their mission. There are four components of transformational leadership, called the “4 Is”: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and: (10.37.2.5.)
Inspirational Motivation
There are four components of transformational leadership, called the “4 Is”: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation. Individualized Consideration means: (10.37.2.5.1.)
nurturing; treating followers as individuals
There are four components of transformational leadership, called the “4 Is”: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation. Intellectual Stimulation means: (10.37.2.5.2.)
thinking; valuing subordinates’ rationality and intellect
There are four components of transformational leadership, called the “4 Is”: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation. Idealized Influence means: (10.37.2.5.4.)
influencing; acting as positive role models that “walk the walk”
There are four components of transformational leadership, called the “4 Is”: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation. Inspirational Motivation means: (10.37.2.5.3.)
charming; articulating visions that inspire followers to work harder
