Chapter 14 - Leadership Flashcards by Jordan Hawkins

Are separate topics in many respects, they go hand in hand in producing elements that promote mission success

Leadership and management

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Is a person who leads or commands a group, organization, or country. They also launch and steer the organization toward the pursuit of goals and strategies

A leader

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Is a person responsible for controlling or administering all or part of a company or organization. They also ensure the resources needed are readily available and efficiently used

A manager

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Are responsible for organizing projects, staffing positions with qualified individuals, communicating plans, delegating responsibilities, and devising systems to monitor implementation

Managers

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Support manager actions by aligning the personnel’s needs, wants, emotions, and aspirations with the task.

Leaders

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Brings a degree of order and consistency to key issues like readiness, availability, and sustainment

Good management

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Lead people to accomplish the mission

Good leaders

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Develop professional skills and associations for individuals in many career fields and technical specialties

Private organizations

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Created the Chief of Staff, USAF Professional Reading Program in 1996 to develop a common frame of reference among Air Force members—officers, enlisted, and civilians—to help each become better, more effective advocates of airpower

General Fogleman

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Can help launch a career-long reading habit or supplement previous reading materials

The Chief of Staff, USAF Professional Reading Program

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Is a process designed to help each individual reach his or her maximum potential

Mentoring

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Have an inherent obligation and responsibility to mentor future leaders

Air Force leaders

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Must be positive role models and make themselves available to Airmen who seek career guidance, counsel, and mentorship

Commanders and supervisors

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At a minimum, a __________ mentoring consists of a discussion of performance, potential, and professional development plans during performance feedback sessions

supervisor’s

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Is an ongoing process and perhaps the most powerful method leadership can use to shape the future

Mentoring

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Covers a wide range of areas, such as career guidance, professional development, leadership, Air Force history and heritage, airpower doctrine, strategic vision, and contributions to joint warfighting

The Air Force mentoring program

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Air Force mentoring is governed by

AFMAN 36-2643, Air Force Mentoring Program

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The elements of effective mentoring, described here, correspond to the letters in the word itself

Model
Empathize
Nurture
Teach
Organize
Respond
Inspire
Network
Goal-Set

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Serves as a role model and understands that actions speak much louder than words

Model

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Mentoring requires the ability to ________ and show genuine compassion for protégés

Empathize

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Emphasizes a caring attitude

Nurture

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The skill of _______ may not come naturally to everyone, but knowledge and experience are valuable as mentors

Teaching

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Consider these five simple steps when teaching and training protégés

(1) Organize the material into logical, systematic units of manageable size
(2) Correct errors immediately
(3) Frequently review previously covered material and relate the material to the current lesson
(4) Include practical exercises to help the protégé exercise the newfound knowledge
(5) Evaluate the protégés’ progress and provide detailed feedback

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An _______ mentor knows from the very beginning what he or she wants to achieve, and focuses on this goal

Organized

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Mentoring is a two-way communication process that requires mentors to actively listen to the protégés’ questions and provide useful and timely __________

Responses

More than a good role model, teacher, or ally, a genuine mentor is an ___________ mentor

inspirational

Is a vital function that helps protégés establish themselves in their professional community through a solid group of friends, acquaintances, and associates

Networking

Sometimes people lack the experience to understand the importance of __________ or the expertise to establish specific, achievable, and realistic goals

Setting Goals

Should seek to develop and improve counseling abilities to ensure effective counseling is provided to Airmen

Leaders

Can be conducted for a number of reasons, ranging from something as simple as discussing steps made toward achieving a goal, to something as complex as addressing a significant life changing event

Counseling

The key to successful counseling is to

Conduct the counseling as close to the event as possible

Approaches each Airman as an individual.

An effective leader

Approaches to Counseling

- Nondirective - Directive - Combined

Is preferred for most counseling sessions

The nondirective counseling approach

Works best to correct simple problems, make on-the- spot corrections, and correct specific aspects of duty performance

The directive counseling approach

Is a blend of both the directive and nondirective approaches, adjusting them to articulate what is best for the situation

The combined counseling approach

The four basic components of a counseling session

- State the purpose - Discuss the issues - Develop a plan of action - Record the plan

One of the most important things a leader can do when conducting a counseling session, regardless of purpose, is to ensure

The intent is established and the environment is appropriate

Often serve as coaches who must thoroughly understand the strengths, weaknesses, and professional goals of members of their teams

Effective leaders

Two types of feedback

- Supportive feedback (reinforcing an ongoing behavior) | - Corrective feedback (desiring a change in behavior)

Is used to reinforce behavior that is effective and desirable

Supportive Feedback

Things to keep in mind when giving supportive feedback

- Acknowledge the specific action to be reinforced - Explain the effects of the accomplishment and state your appreciation - Help the individual take full responsibility for the success - Ask if the individual wants to talk about anything else - Thank the individual for the good performance

Is used to alter a behavior that is ineffective or inappropriate

Corrective Feedback

Things to keep in mind when giving corrective feedback

- Immediately describe the event in behavioral terms and explain the effect - Ask what happened - Help the individual to take full responsibility for their actions - Develop a plan to deal with the issues - State your confidence in the individual’s ability

Additional feedback guidelines

- Present observable effects - Focus on actions, not attitudes - Determine the appropriate time and place - Refrain from inappropriately including other issues - Perceptions of feedback

Must effectively influence others, whether through expectation, delegation, or empowerment

Leaders

Are more likely to act consistently with their own values and actions and are less likely to project their own biases onto Airmen

Self-aware leaders

Leaders need to be aware of the similarities and differences between individuals of different _________ and how these factors may influence values, perspectives, and actions, especially if they generate concerns within the organization

cultural backgrounds

Is being understanding of and sensitive to another person’s feelings, thoughts, and experiences to the point that you can almost feel or experience them yourself

Empathy

To successfully perform as a ___________, one must understand what is expected of them

Responsible leader

The role of the leader in ______________ is to identify and analyze knowledge and improvement opportunities

Fostering Growth

Developing Airmen for leadership positions requires consistent exposure to __________ with gradual increases in responsibility over long periods of time

Challenges

Leaders must also diagnose the ___________ needs of Airmen that fulfill current or future jobs or roles and responsibilities

Developmental

Needs may include relationships, interpersonal skills, and off-duty education

Personal developmental

Leaders must learn as much as possible about _______ before dealing with the _________ process

A change, change

Leadership Styles | 1976 - Pacific Air Forces Command Commander, General Louis L. Wilson, Jr.

- Be Tough - Get Out from Behind Your Desk - Search Out the Problems - Find the Critical Path to Success - Be Sensitive - Do Not Take Things for Granted - Do Not Alibi - Do Not Procrastinate - Do Not Tolerate Incompetence - Be Honest

The Power of Leadership

- Position power - Task power - Personal power - Relationship power - Knowledge power

Is inherent in the authority of the position you have

Position power

Is power that stems from being good at a particular task and being able to help others with a process or procedure they may be responsible for

Task power

Comes from your personal character attributes, such as strength of character, passion, inspiration, or a personal vision of the future

Personal power

Comes from association with others through friendship, familiarity with a colleague, cultivation of a relationship, preferential treatment, or reciprocity (trading favors)

Relationship power

Is about having expertise in an area, often through a special skill or group of skills

Knowledge power

Requires leadership to be viewed as a system made up of three core elements: the leader, the follower, and the situation

Full Range Leadership Development (FRLD)

Full Range Leadership Development Model

- Laissez-Faire - Management by Exception-Passive - Management by Exception-Active - Contingent Rewards - Transformational Leadership

These leaders view the development and needs of their subordinates as someone else’s concern

Laissez-Faire

Is an “if it’s not broke, don’t fix it” leadership style

Management by Exception-Passive

Is a leadership style that aims to keep personnel and processes in control by monitoring and governing subordinates through forced compliance with rules, regulations, and expectations for meeting performance standards

Management by Exception-Active

Is a transactional leadership style that involves the constructive transaction between leaders and followers

Contingent Rewards

Is a style of leadership that is defined by the application of offering followers a vision and inspiring their mission

Transformational Leadership

Four components of transformational leadership

- Individualized consideration - Intellectual stimulation - Idealized influence - Inspirational motivation

Is where leaders treat their followers as individuals with different needs, abilities, and aspirations and not just as a part of a group of subordinates

Individualized Consideration (Nurturing)

Is the degree to which leaders value their subordinates’ rationality and intellect by seeking different perspectives and considering opposing points of view

Intellectual Stimulation (Thinking)

Is when leaders are involved with developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers

Inspirational Motivation (Charming)

Are charismatic and act as positive role models who “walk the walk"

Idealized Influence (Influencing)

Leadership Attributes

- Leading by Example - Involvement - Learning from Failure - Transparency - Flexibility - Resilience - Accountability - Positive Attitude - Values - Competence - Character - Charisma - Compassion - Courage - Credibility