Chapter 14 - Leadership Flashcards
Are separate topics in many respects, they go hand in hand in producing elements that promote mission success
Leadership and management
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
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
Are responsible for organizing projects, staffing positions with qualified individuals, communicating plans, delegating responsibilities, and devising systems to monitor implementation
Managers
Support manager actions by aligning the personnel’s needs, wants, emotions, and aspirations with the task.
Leaders
Brings a degree of order and consistency to key issues like readiness, availability, and sustainment
Good management
Lead people to accomplish the mission
Good leaders
Develop professional skills and associations for individuals in many career fields and technical specialties
Private organizations
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
Can help launch a career-long reading habit or supplement previous reading materials
The Chief of Staff, USAF Professional Reading Program
Is a process designed to help each individual reach his or her maximum potential
Mentoring
Have an inherent obligation and responsibility to mentor future leaders
Air Force leaders
Must be positive role models and make themselves available to Airmen who seek career guidance, counsel, and mentorship
Commanders and supervisors
At a minimum, a __________ mentoring consists of a discussion of performance, potential, and professional development plans during performance feedback sessions
supervisor’s
Is an ongoing process and perhaps the most powerful method leadership can use to shape the future
Mentoring
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
Air Force mentoring is governed by
AFMAN 36-2643, Air Force Mentoring Program
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
Serves as a role model and understands that actions speak much louder than words
Model
Mentoring requires the ability to ________ and show genuine compassion for protégés
Empathize
Emphasizes a caring attitude
Nurture
The skill of _______ may not come naturally to everyone, but knowledge and experience are valuable as mentors
Teaching
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
An _______ mentor knows from the very beginning what he or she wants to achieve, and focuses on this goal
Organized
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
