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Study Guide For Testing To Technical Sergeant 1 Oct 19 (AFH 1) > Chapter 14 - Leadership > Flashcards

Chapter 14 - Leadership Flashcards

1
Q

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

A

Leadership and management

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2
Q

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

A leader

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3
Q

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

A manager

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4
Q

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

A

Managers

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5
Q

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

A

Leaders

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6
Q

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

A

Good management

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7
Q

Lead people to accomplish the mission

A

Good leaders

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8
Q

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

A

Private organizations

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9
Q

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

A

General Fogleman

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10
Q

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

A

The Chief of Staff, USAF Professional Reading Program

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11
Q

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

A

Mentoring

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12
Q

Have an inherent obligation and responsibility to mentor future leaders

A

Air Force leaders

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13
Q

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

A

Commanders and supervisors

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14
Q

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

A

supervisor’s

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15
Q

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

A

Mentoring

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16
Q

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

A

The Air Force mentoring program

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17
Q

Air Force mentoring is governed by

A

AFMAN 36-2643, Air Force Mentoring Program

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18
Q

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

A
  • Model
  • Empathize
  • Nurture
  • Teach
  • Organize
  • Respond
  • Inspire
  • Network
  • Goal-Set
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19
Q

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

A

Model

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20
Q

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

A

Empathize

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21
Q

Emphasizes a caring attitude

A

Nurture

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22
Q

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

A

Teaching

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23
Q

Consider these five simple steps when teaching and training protégés

A

(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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24
Q

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

A

Organized

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25
Q

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

A

Responses

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26
Q

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

A

inspirational

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27
Q

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

A

Networking

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28
Q

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

A

Setting Goals

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29
Q

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

A

Leaders

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30
Q

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

A

Counseling

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31
Q

The key to successful counseling is to

A

Conduct the counseling as close to the event as possible

32
Q

Approaches each Airman as an individual.

A

An effective leader

33
Q

Approaches to Counseling

A
  • Nondirective
  • Directive
  • Combined
34
Q

Is preferred for most counseling sessions

A

The nondirective counseling approach

35
Q

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

A

The directive counseling approach

36
Q

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

A

The combined counseling approach

37
Q

The four basic components of a counseling session

A
  • State the purpose
  • Discuss the issues
  • Develop a plan of action
  • Record the plan
38
Q

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

A

The intent is established and the environment is appropriate

39
Q

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

A

Effective leaders

40
Q

Two types of feedback

A
  • Supportive feedback (reinforcing an ongoing behavior)

- Corrective feedback (desiring a change in behavior)

41
Q

Is used to reinforce behavior that is effective and desirable

A

Supportive Feedback

42
Q

Things to keep in mind when giving supportive feedback

A
  • 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
43
Q

Is used to alter a behavior that is ineffective or inappropriate

A

Corrective Feedback

44
Q

Things to keep in mind when giving corrective feedback

A
  • 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
45
Q

Additional feedback guidelines

A
  • Present observable effects
  • Focus on actions, not attitudes
  • Determine the appropriate time and place
  • Refrain from inappropriately including other issues
  • Perceptions of feedback
46
Q

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

A

Leaders

47
Q

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

A

Self-aware leaders

48
Q

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

A

cultural backgrounds

49
Q

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

A

Empathy

50
Q

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

A

Responsible leader

51
Q

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

A

Fostering Growth

52
Q

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

A

Challenges

53
Q

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

A

Developmental

54
Q

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

A

Personal developmental

55
Q

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

A

A change, change

56
Q

Leadership Styles

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

A
  • 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
57
Q

The Power of Leadership

A
  • Position power
  • Task power
  • Personal power
  • Relationship power
  • Knowledge power
58
Q

Is inherent in the authority of the position you have

A

Position power

59
Q

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

A

Task power

60
Q

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

A

Personal power

61
Q

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

A

Relationship power

62
Q

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

A

Knowledge power

63
Q

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

A

Full Range Leadership Development (FRLD)

64
Q

Full Range Leadership Development Model

A
  • Laissez-Faire
  • Management by Exception-Passive
  • Management by Exception-Active
  • Contingent Rewards
  • Transformational Leadership
65
Q

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

A

Laissez-Faire

66
Q

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

A

Management by Exception-Passive

67
Q

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

A

Management by Exception-Active

68
Q

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

A

Contingent Rewards

69
Q

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

A

Transformational Leadership

70
Q

Four components of transformational leadership

A
  • Individualized consideration
  • Intellectual stimulation
  • Idealized influence
  • Inspirational motivation
71
Q

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

A

Individualized Consideration (Nurturing)

72
Q

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

A

Intellectual Stimulation (Thinking)

73
Q

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

A

Inspirational Motivation (Charming)

74
Q

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

A

Idealized Influence (Influencing)

75
Q

Leadership Attributes

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

Study Guide For Testing To Technical Sergeant 1 Oct 19 (AFH 1) (22 decks)

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