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A ✨Staff Testing✨ > Developing Others > Flashcards

Developing Others Flashcards

1
Q

In team environments, we must know the right approaches to building effective teams and cultivating a healthy, dynamic team spirit. What will influence every stage of team development and can ultimately determine whether goals are met? (13.1)

A

The spirit in which a team operates

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2
Q

Healthy teams are high-performing teams which have a foundation of trust, communication, and cooperation. While each is essential in building a healthy team spirit, what is at the core of all healthy team interaction? (13.1)

A

Trust

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3
Q

True or False? Team members must feel comfortable with and confident in one another to be able to fully participate. (13.1)

A

True

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4
Q

What behavior is essential for a team to accomplish its goals? (13.1)

A

Positive group member behavior

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5
Q

Team members do not often immediately form strong bonds for trust, communication, and cooperation. What do teams experience before rising to the level of becoming highly functional, productive teams? (13.1)

A

Stages

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6
Q

Teamwork require a high degree of what in order for team members to feel comfortable enough to take risks, think outside the box, and share their thoughts and ideas without fear of being shut down or discounted? (13.1)

A

Trust

Note: Team members must share mutual confidence in the integrity and ability of teammates.

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7
Q

What is the hallmark of a trust-based team? (13.1)

A

Freedom to communicate openly, honestly, and directly within the group

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8
Q

What must individuals understand to develop the level of trust needed for the teams to grow? (13.1)

A

The importance of utilizing effective communication skills

Note: “Nothing reduces trust in a group faster than members saying one thing within the group and something else outside the group. When members are assertive enough to say what they need to say directly to the appropriate people and to refrain from talking behind each other’s backs, trust is enhanced.” - Suzanne Zoglio, author of Teams at Work

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9
Q

What does the creation of trust among team members require? (13.1)

A

(a) Professional working relationships
(b) Professional behavior
(c) A desire to achieve established objectives

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10
Q

Dialogue and feedback must be exchanged between members in an open and sincere manner without fear of harsh criticism. How should team members respond to one another? (13.1)

A

(a) Inclusion
(b) Receptivity to inputs
(c) Information sharing

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11
Q

Feedback, critical thinking, and disagreements can be exchanged among team members without being brutally honest or offensive. How can leaders promote a trusting atmosphere? (13.1)

A

By valuing individual differences and encouraging open and honest communication

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12
Q

True or False? Leaders empower their teams to solve problems innovatively through a shared sense of collaboration that is free of self-preservation and personal bias. (13.1)

A

True

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13
Q

What should team leaders do to lead by example? (13.1)

A

(a) Focus their efforts on setting the right tone for developing trusting relationships
(b) Communicate openly and honestly
(c) Know and establish a good rapport with team members
(d) Discourage cliques or divisions within the team

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14
Q

Teams that don’t allow honest, open sharing quickly lose their effectiveness. What can result from this? (13.1)

A

Some team members may purposely withhold vital information or disengage from the team. This may cause confusion, frustration, and the inability to complete tasks within teams.

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15
Q

Sharing information between team members is essential in producing effective, well thought-out plans. Leaders must be willing to share information with team members. When leaders hold on to information, what can this create? (13.1)

A

An inaccurate, incomplete, or totally wrong picture of the expected outcome to team members

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16
Q

How can leaders increase team success? (13.1)

A

(a) Giving members complete access to all necessary data
(b) Discouraging the discounting of ideas and feelings
(c) Encouraging the practice of active listening and valuing individual differences

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17
Q

What is critical if teams are to combine diverse backgrounds, skills, and approaches to meet challenges, customer requirements, and mission changes? (13.1)

A

Cooperation

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18
Q

What yields synergistic results and reduces the exerted effort it takes to reach a desired outcome? (13.1)

A

Cooperation

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19
Q

What do leaders encourage that shows team members that others have very important contributions to the goals of the team? (13.1)

A

Cooperation

Note: Team members may also come to understand how dependent they are on one another in reaching mission objectives.

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20
Q

What is a sign among team members that a team is NOT performing cohesively? This may be observed when some team members attempt to outshine others to gain extra attention or credibility. (13.1)

A

Competition

Note: Cooperation breeds shared ownership for performance results, and achieving objectives increases team pride and a healthy team spirit.

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21
Q

When a member of a team demonstrates “all-starring” behavior, they may be experiencing a power struggle. What should leaders do to reduce power-play behavior? (13.1)

A

Reemphasize each team member’s specific roles and responsibilities, which eliminates potential barriers to cooperation

Note: Successful teams have few turf wars, little competitiveness, and an ability to forgive and forget.

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22
Q

What are the four stages (in order) most often experienced by teams? (13.2)

A

(1st) Forming
(2nd) Storming
(3rd) Norming
(4th) Performing

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23
Q

Which team development stage is the initial period of uncertainty in which individuals try to determine their place on a team and establish or accept the procedures and rules of the team? (13.2)

A

Forming

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24
Q

In which team development stage do members cautiously explore the boundaries of acceptable group behavior in various ways? (13.2)

A

Forming

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25
Q

Which team development stage is when the transition from individual to member status occurs and when a leader’s guidance is tested, both formally and informally? (13.2)

A

Forming

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26
Q

During which team development stage do conflicts begin to arise as members tend to resist the influence of the team and rebel against accomplishing the task? (13.2)

A

Storming

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27
Q

Which team development stage is probably the most difficult stage when some team members begin to realize the task is different and more difficult than they initially expected? (13.2)

A

Storming

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28
Q

Impatient about the lack of progress, but still too inexperienced to know much about decision-making or the scientific approach, members argue about just what actions the team should take. Which team development stage is this? (13.2)

A

Storming

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29
Q

Team members may try to rely solely on their experience, thus resisting the need for collaboration with other team members. Regardless of tensions, team members are beginning to understand one another. In which team development stage is this occurring? (13.2)

A

Storming

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30
Q

During which team development stage do team members establish cohesiveness and commitment, discovering new ways of working together and setting norms for appropriate behavior? (13.2)

A

Norming

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31
Q

During which team development stage do members reconcile competing loyalties and responsibilities and begin to accept the team, team ground rules (norms), their roles in the team, and the individuality of fellow members? (13.2)

A

Norming

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32
Q

Emotional conflict is reduced as competitive relationships become more cooperative. As the team begins to work out their differences, they focus more time and energy on the team objective. Which stage of team development is this? (13.2)

A

Norming

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33
Q

In which team development stage does the team develop proficiency in achieving its goals and become more flexible in its patterns of working together? (13.2)

A

Performing

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34
Q

By which team development stage has the team settled its relationships and expectations and can begin diagnosing and solving problems and choosing and implementing changes? (13.2)

A

Performing

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35
Q

In which team development stage have team members discovered and accepted each other’s strengths and weaknesses and learned and embraced their roles? The team can be considered to be an effective, cohesive, and productive unit. (13.2)

A

Performing

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36
Q

What is inevitable in every organization, and is often necessary to reach high levels of performance? (13.3)

A

Conflict

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37
Q

What involves differences between parties that result in interference or opposition? (13.3)

A

Conflict

Note: Such differences can motivate for positive change or decrease productivity.

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38
Q

Which conflict results in addressing problems for a solution, greater understanding, and enhanced communication between individuals or groups? (13.3)

A

Positive conflict

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39
Q

True or False? Conflict can be constructive when managed effectively. (13.3)

A

True

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40
Q

When does conflict become destructive? (13.3)

A

When it results in barriers to cooperation and communication, thus degrading morale and diverting attention away from tasks

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41
Q

At times, managers tend to avoid conflict because of its negative repercussions; however, how does managing it effectively benefit the organization? (13.3)

A

By reducing ambiguity and stimulating productivity

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42
Q

True or False? Conflict is defined as frustration of an important concern, whether real or perceived. (13.4)

A

True

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43
Q

Many factors may result in or increase the probability of conflict within an organization. Why is it difficult to identify the specific source of the conflict among these factors? (13.4)

A

These factors manifest themselves in combination with other factors

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44
Q

From which situational factors does conflict often originate? (13.4)

A

(a) Communication Factors
(b) Structural Factors
(c) Personal Behavior Factors

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45
Q

Communication often gets the blame for problems that occur in the workplace; however, what is the real crux of the problem more likely to be? (13.4)

A

Miscommunication

Note: For example, communication may be occurring, but when the communication is misinterpreted, inaccurate, or incomplete, this leads to frustration and stress. For personnel to perform at their very best, they need constructive, comprehensible, and accurate information.

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46
Q

True or False? The more people interact, the less noticeable their differences become. (13.4)

A

False

Note: It is likely that the larger the organization, the more people there will be to potentially cause and participate in conflict.

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47
Q

What, whether scarce or under high demand, may generate conflict as each party postures to compete for it? (13.4)

A

Resources

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48
Q

What should leaders encourage employees to do? (13.4)

A

(a) Challenge the status quo
(b) Seek better ways of doing business
(c) Continually improve processes

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49
Q

What can potentially encourage and develop a healthy competition as long as they aren’t perceived as unfair, unjust, or biased in some way? (13.4)

A

Rewards programs

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50
Q

What is one part of why dealing with line-staff distinctions can lead to disputes? (13.4)

A

Partly because although people may attempt to participate, it does not necessarily mean their contributions are heard, valued, or accepted

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51
Q

What can arise because of individual differences, such as goals and objectives, perceptions, values, and personalities? (13.4)

A

Conflict

Note: Differences can be perceived as threats, weaknesses, or stressors in the workplace.

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52
Q

How may Airmen be more aptly willing to change, set aside self-interests, listen to the ideas of others, and reduce conflict? (13.4)

A

If Airmen align their personal needs and values with the overall USAF mission

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53
Q

True or False? Striving to align personal values with USAF values can increase conflict that arises based on differences that exist in the workplace. (13.4)

A

False

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54
Q

What can be perceived as threats, weaknesses, or stressors in the workplace? (13.4)

A

Differences

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55
Q

What can focusing on diversity through strengths that contribute to the organization in different ways serve to reduce? (13.4)

A

Criticism and conflict

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56
Q

True or False? Addressing issues through a realistic or even positive perspective rather than addressing them through emotional perspectives will lead to more arguments and less professionally driven performance. (13.4)

A

False

Note: Personality conflicts and differences among employees will always exist, but the way we respond to them does not have to be unprofessional or disruptive to the organization.

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57
Q

When considering the degree of cooperation, and the degree of assertiveness of those involved, leaders can determine how to categorize conflict and how to best manage it. To what do cooperation and assertiveness refer? (13.5)

A

(a) Cooperation refers to how willing or unwilling a person or group is to satisfy the other’s needs
(b) Assertiveness refers to how passive or active a person is in addressing the conflict

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58
Q

Based on the levels of cooperation and assertiveness associated with any given situation, Dr. Kenneth Thomas uses five major conflict management styles. What are they? (13.5)

A

(1) Competing (Forcing)
(2) Collaborating
(3) Accommodating
(4) Avoiding
(5) Compromising

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59
Q

Which conflict management style attempts to overwhelm an opponent with formal authority, threats, or the use of power? It is high assertiveness and low cooperativeness. (13.5)

A

Competing (forcing)

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60
Q

Which conflict management style uses an attempt to satisfy the concerns of both sides through honest discussion? It is high assertiveness and high cooperativeness. For it to be successful, trust and openness are required of all participants. (13.5)

A

Collaborating

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61
Q

Which conflict management style involves behavior that seeks a ‘win’ position for both groups? (13.5)

A

Collaborating

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62
Q

Which conflict management style often simply consists of giving in to another person’s wishes? It is low assertiveness and high cooperativeness. (13.5)

A

Accommodating

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63
Q

Which conflict management style appears to indicate a neutral position of participants which can often lead to ‘things working themselves out,’ but can also result in an escalation of a situation by allowing it to go unresolved? It is low assertiveness and low cooperativeness. (13.5)

A

Avoiding

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64
Q

Which conflict management style requires a willingness of both parties to change, adjust, or give something up? It involves behavior that seeks to partially satisfy both parties’ desires and resolves the conflict. It uses some assertiveness and some cooperativeness. (13.5)

A

Compromising

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65
Q

When considering each of the conflict management styles, what is considered to determine the best approach to take to resolve conflict? (13.5)

A

(a) The who
(b) The stakes
(c) The situation

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66
Q

True or False? Leadership is an ability we can all develop, cultivate, and expand upon. (13.6)

A

True

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67
Q

What, as a moral quality put into action through a command or leadership role, can serve to move mountains, or move people over, around, or through mountains, whichever is required? (13.6)

A

Leadership

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68
Q

Leading in the Air Force can be recognized as the art and science of accomplishing the Air Force mission by motivating, influencing, and directing Airmen. What two central elements are highlighted? (13.6)

A

(1) Mission, objective, or task to be accomplished
(2) Airmen who will accomplish it

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69
Q

What is the observing and studying of the methods and understanding of what leadership is called? (13.6)

A

Science of leadership

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70
Q

What, being personal and subjective, refers to the demonstration and application of leading? (13.6)

A

Art of leadership

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71
Q

Under Warren G. Bennis model, leaders motivate and inspire people to interact and understand one another as they move in the right direction by satisfying human needs for a sense of belonging (belongingness and love), recognition (esteem), self-esteem (esteem), and control over their lives (safety and security) which can lead to a sense of achievement (self-actualization). What three primary behavioral leader characteristics did he note as important under this model? (13.7)

A

(1) Motivate
(2) Develop
(3) Inspire

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72
Q

What does Abraham Maslow’s theory on the Hierarchy of Needs outline? (13.7)

A

Basic requirements that must be achieved before ultimately reaching self-actualization or fulfilling your highest potential

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73
Q

Whose theory states in order to attempt success at one level, one must be successful in the previous? For example, if you are hungry or thirsty (physiological needs), you will not be able to focus on building relationships (belongingness) until you locate food and water. (13.7)

A

Abraham Maslow

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74
Q

An individual who is concerned about being kicked out of the Air Force (security) will not be able to focus on striving for achievements, which will ultimately prevent him from reaching his full potential (self-actualization). From which theory is this derived? (13.7)

A

Abraham Maslow theory on the Hierarchy of Needs

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75
Q

Who is a person responsible for controlling or administering all or part of a company or organization? Warren Bennis labeled three primary behavioral characteristics of these individuals as administrators, maintainers, and controllers. (13.7)

A

A manager

76
Q

True or False: Generally, managers ensure the resources needed are readily available and efficiently used. Leaders launch and steer the organization toward the pursuit of goals and strategies. (13.7)

A

True

77
Q

True or False: Managers are responsible for organizing projects, staffing positions with qualified individuals, communicating plans, delegating responsibilities, and devising systems to monitor implementation. Leaders support these actions by aligning the personnel’s needs, wants, emotions, and aspirations with the task. (13.7)

A

True

78
Q

True or False: The best managers tend to become good leaders because they develop leadership abilities and skills through practicing good management techniques. Similarly, often an effective leader will also be found to be a good manager. (13.7)

A

True

79
Q

True or False? Taking an active role in organizations (private or unofficial) is highly encouraged for personal and professional development. (13.8)

A

True

Note: Private and unofficial organizations develop professional skills by providing additional opportunities for leadership roles, public speaking, and mentoring, as well as broaden technical expertise.

80
Q

What are three qualities that help leaders gain respect and credibility and have a positive influence on others? (13.19)

A

(1) Self-awareness
(2) Cultural awareness
(3) Empathy

81
Q

What type of leaders are more likely to act consistently with their own values and actions and are less likely to project their own biases onto Airmen? (13.19)

A

Self-aware leaders

Note: Leaders must be fully aware of their own values, needs, and biases before counseling Airmen.

82
Q

What factors may be influenced by the similarities and differences between individuals of different cultural backgrounds? Leaders need to be aware this, especially if they generate concerns within the organization. (13.19)

A

Values, perspectives, and actions

83
Q

What are you showing when displaying understanding of and sensitivity to another person’s feelings, thoughts, and experiences to the point that you can almost feel or experience them yourself? (13.19)

A

Showing empathy

84
Q

Leaders with empathy put themselves in another’s shoes and see a situation from their perspective. What can help the development of a plan of action–one that works? (13.19)

A

Understanding another’s position

85
Q

True or False? To successfully perform as a responsible leader, one must understand what is expected of them. (13.20)

A

True

86
Q

What are seven leadership milestones Air Force leaders embrace? (13.21)

A

(1) Valuing Experience
(2) Fostering Growth
(3) Facing Challenges
(4) Professional Development
(5) Personal Development
(6) Dealing with Setbacks
(7) Dealing with Change

87
Q

What does life in the military incorporate a perpetual requirement for? (13.21)

A

Continued development

88
Q

What is a leader’s direct line to developing leaders of tomorrow? (13.21)

A

Giving Airmen a goal and inspiration for developing and performing to their best ability

89
Q

True or False? Effective leaders must accept the responsibility of being both a master student and a master teacher by embracing the role of both follower and leader. (13.21)

A

True

90
Q

What do leaders foster by insisting their Airmen focus attention on the aspects of a situation, mission, or project they control? This sets the stage for some adventure, and provides challenging and enlightening experiences? (13.21)

A

Professional growth

91
Q

What is the role of a leader in fostering growth? (13.21)

A

To identify and analyze knowledge and improvement opportunities

92
Q

How do leaders encourage the learning process? (13.21)

A

By formally recognizing individual and unit successes, no matter how large or small

93
Q

Developing Airmen for leadership positions requires what steps? (13.21)

A

Consistent exposure to challenges with gradual increases in responsibility over long periods of time

Note: Identifying people with leadership potential early in their careers and then determining the appropriate developmental challenges for them is the first step.

94
Q

When dealing with setbacks, what do Airmen count on? (13.21)

A

The experience and understanding of strong leaders

Note: Followers must remain optimistic, even in times of adversity.

95
Q

Before dealing with the change process, what must leaders learn about? (13.21)

A

The change itself

96
Q

What is a responsibility that requires an active role in engaging with individuals and teams to align their efforts with personal as well as organizational success? (13.22)

A

Leadership

97
Q

There are no secrets or magic formulas to successful leadership. That said, what is considered to be good advice? (13.22)

A

Just be yourself

98
Q

What are the 10 leadership tips? (13.22)

A

(1) Be Tough–set your standards high and insist that your people measure up
(2) Get Out from Behind Your Desk–see for yourself what is going on in your work center
(3) Search Out the Problems–find them and foster an environment that encourages people to bring problems to you
(4) Find the Critical Path to Success–get involved in issues on a priority basis, avoiding the activity trap
(5) Be Sensitive–listen to your people
(6) Do Not Take Things for Granted–do not assume things have been fixed, look for yourself
(7) Do Not Alibi–do not be defensive about things that are wrong
(8) Do Not Procrastinate–it will not be any easier tomorrow
(9) Do Not Tolerate Incompetence
(10) Be Honest–create an atmosphere of trust and confidence; be candid and insist that they do likewise

99
Q

It is helpful to good leaders to develop an understanding of what adage regarding power? (13.23)

A

“The sole advantage of power is the ability to do more good”

100
Q

Which of the following is NOT one of the five aspects of power? (13.23)

A

Persuasion power

Note: If you want to do more good for the people around you and for the organization, rather than rely on one aspect of power where you are strongest, take advantage of opportunities to apply various aspects of power in varying circumstances where most appropriate.

101
Q

What type of power is inherent in the authority of the position you have? (13.23)

A

Position power

102
Q

What type of power is power that stems from being good at a particular task and being able to help others with a process or procedure for which they may be responsible? (13.23)

A

Task power

103
Q

What type of power comes from your personal character attributes such as strength of character, passion, inspiration, or a personal vision of the future? (13.23)

A

Personal power

104
Q

What type of power is further enhanced by the strength of your interpersonal skills, such as your ability to communicate well and to be persuasive with others? (13.23)

A

Personal power

105
Q

What type of power comes from association with others through friendship, familiarity with a colleague, cultivation of a relationship, preferential treatment, or reciprocity (trading favors)? (13.23)

A

Relationship power

106
Q

What type of power is about having expertise in an area, often through a special skill or group of skills? (13.23)

A

Knowledge power

107
Q

What type of power is evidenced by having certain degrees or certifications indicating special training? It can generally be transferred within jobs or organizations. (13.23)

A

Knowledge power

108
Q

Full Range Leadership Development (FRLD) requires leadership to be viewed as a system made up of three core elements. What are these three core elements? (13.24)

A

(1) The leader
(2) The follower
(3) The situation

109
Q

In addition to a leader’s actions, on what else does the success of Full Range Leadership Development (FRLD) rely? (13.24)

A

An accurate understanding of the follower and the situation

Note: Full Range Leadership Development (FRLD) requires today’s leaders to be willing to engage in several ways:

  • Develop relationships with leadership, peers, and subordinates.
  • Take advantage of opportunities as they become available.
  • Efficiently use available resources.
  • Properly evaluate situations and the performance of followers.
  • Reward appropriately (and discipline accordingly).
  • Identify improvement areas in one’s self, followers, and the work place.
110
Q

What are the five leadership behaviors of the Full Range Leadership Development (FRLD) model? (13.25)

A

(1) Laissez-Faire
(2) Management by Exception-Passive
(3) Management by Exception-Active
(4) Contingent Rewards
(5) Transformational Leadership

Note: Developing leadership behaviors begins by understanding each of them and knowing when or when not to apply them. In addition, possessing the flexibility and capability to implement the appropriate leadership style successfully is critical to leading others.

111
Q

What type of leader views the development and needs of their subordinates as someone else’s concern? They tend to abandon their responsibilities and remains indifferent toward important issues. They are hesitant to make decisions, and usually absent from their place of work. (13.25)

A

Laissez-Faire

112
Q

Which leadership behavior is an “if it’s not broke, don’t fix it” leadership style? Leaders elect to sit back, observe, and wait for things to go wrong before taking action. (13.25)

A

Management by Exception-Passive

113
Q

Which leadership behavior is a little more effective than laissez-faire, but only because subordinates know that leadership will hold them accountable if they fail to meet standards of performance or comply with policies and procedures? (13.25)

A

Management by Exception-Passive

114
Q

Which leadership style 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? (13.25)

A

Management by Exception-Active

Note: Management by exception-active exists in a structured system with detailed instructions, careful observation, and very active supervision.

115
Q

Which leadership style reduces organizational uncertainties, avoids unnecessary risks, and ensures important goals are being achieved? This transactional leadership behavior reduces the temptation for employees to avoid their duties or act unethically and aids members in meeting defined performance objectives. (13.25)

A

Management by Exception-Active

116
Q

Which leadership style is a transactional style that involves the constructive transaction between leaders and followers? These transactions are contracts or agreements where the leader sets goals, identifies ways for the subordinate to reach these goals, and supports the follower along the way. (13.25)

A

Contingent Rewards

Note: Hence, the reward is contingent upon the follower performing assigned tasks to expectations.

117
Q

Which leadership style requires the follower to perform their assigned tasks to a specified performance level? When the follower achieves the leader’s expectations, the leader reinforces the positive behavior by providing a reward. (13.25)

A

Contingent Rewards

118
Q

Which leadership style offers followers a vision and inspires their mission, exceeding their goals and promoting positive, meaningful changes through intrinsic motivation? (13.25)

A

Transformational Leadership

119
Q

To motivate intrinsically, a transformational leader must consider ways to get others to embrace ideas, strategies, and initiatives. What are four components of transformational leadership? (13.25)

A

(1) Individualized consideration (nurturing)
(2) Intellectual stimulation (thinking)
(3) Inspirational motivation (charming)
(4) Idealized influence (influencing)

120
Q

Which component of transformational leadership 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? They empathize with and support each follower while maintaining healthy communication. (13.25)

A

Individualized consideration

Note: Using individualized consideration, leaders ‘nurture’ followers by acting as mentor or coach.

121
Q

Which component of transformational leadership 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? These visions elevate performance expectations and inspire followers to put forth extra effort to achieve the leader’s vision. (13.25)

A

Inspirational motivation

122
Q

Which type of leaders are charismatic and act as positive role models who “walk the walk?” They exhibit high levels of moral behavior, virtues, and character strengths, as well as a strong work ethic. (13.25)

A

Transformational leaders

Note: They represent the organization’s values, beliefs, and purpose in both words and actions and set aside personal interests for the sake of the group as well.

123
Q

What is modeling and setting the example for others - in word and action? (13.26)

A

Leadership

124
Q

True or False? Effective leaders lead and drive people. (13.26)

A

False

Note: Effective leaders lead rather than drive people. (13.26)

125
Q

True or False? A leader cannot demand the best from others if he or she cannot demonstrate that they are willing to do the same. (13.26)

A

True

126
Q

True or False? Leaders reinforce their credibility when they dwell on the effort they have put forth. (13.26)

A

False

Note: Leaders reinforce their credibility when they do NOT dwell on the effort they have put forth.

127
Q

A leader’s success is reflected in the efficiency, productivity, morale, and enthusiasm demonstrated by his or her followers. What is essential from leaders to maximizing worker performance and success of the mission? (13.26)

A

Leader involvement

Note: Leaders become a positive influence when they are actively involved in their Airmen’s careers.

128
Q

Leadership is about risks and rewards. What do effective leaders realize is possibly one of the greatest learning tools an organization has for achieving success? (13.26)

A

Failure

Note: Effective leaders realize that learning from failure empowers change and inspires efforts to improve. Therefore, leaders never fear failure.

129
Q

Direction, decisions, and actions are rarely challenged if the leader’s intentions are transparent. What four actions that should be integrated to accomplish transparency? (13.26)

A

(a)Regular communication
(b) Shared decision-making
(c) Mutual consensus
(d) Healthy debate

130
Q

What type of leaders listen to other’s points of view, bend when necessary, and are not afraid to change course if things are not going well? (13.26)

A

Flexible leaders

131
Q

What is a valued leadership trait during times of change or improvement? (13.26)

A

Flexibility

132
Q

What type of leaders must possess a combination of compassion and grit to persevere during times of uncertainty, deviation, turmoil, and conflict? (13.26)

A

Resilient leaders

133
Q

What do leaders promote when they (a) establish clear roles and responsibilities, (b) cultivate a sense of pride and ownership among the members within the organization, (c) provide regular feedback to subordinates, (d) lead with integrity, and (e) set a positive example? (13.26)

A

Accountability

134
Q

What leadership attribute does not focus on the discipline and punishment associated with being unaccountable; but rather, places focus on creating and sustaining an organization that is continuously learning and always improving? (13.26)

A

Accountability

135
Q

True or False? Leaders must demonstrate the attitude they hope to see emulated by their followers: positive enthusiasm is contagious. (13.26)

A

True

136
Q

True or False? The degree to which the values of trust, loyalty, and integrity are present in leaders of an organization “directly” relates to the organization’s effectiveness. (13.26)

A

True

137
Q

Leadership is the capacity to generate and sustain organizational values. What does this often depend upon? (13.26)

A

Consistency and reliability

138
Q

True or False? Establishing values must NOT be balanced with a willingness to remove people who do not align themselves with organizational values. (13.26)

A

False

Note: Establishing values must be balanced with a willingness to remove people who do not align themselves with organizational values.

139
Q

Competence is developed with training, education, and experience. What enables a leader to competently lead others to achieve the mission? (13.26)

A

Skills and abilities

140
Q

Character refers to who a leader is as a person with regards to personality. However, what must character be coupled with for it to be effective? (13.26)

A

Competence

Note: Character is developed over time and through effort and ambition.

141
Q

True or False? While competence and character are considered valuable leadership traits, a combination of both will often be required for individuals to be perceived as great leaders. (13.26)

A

True

142
Q

What is an energy that is emitted by leaders to inspire Airmen to perform a task or objective when aspects of a mission are not inherently motivating or compelling? (13.26)

A

Charisma

Note: While charisma can be effective at enhancing morale, it should not be contrary to authority or undermine commander intent.

143
Q

What promotes healthy, open, and honest communication, and provides the stimulus for Airmen to discuss and deal with personal issues? (13.26)

A

Compassion

Note: Compassion is the sympathy and concern for the misfortunes of others.

144
Q

Which type of courage must leaders demonstrate in combat and in high-risk situations, as well as in day-to-day life? (13.26)

A

Moral and physical

145
Q

What leadership attribute is required to address sub-standard performance or unacceptable behavior, welcome new ideas, do what is ethically right when others prefer to do otherwise, and be honest? (13.26)

A

Courage

146
Q

What is the quality of being trusted and believed? (13.26)

A

Credibility

147
Q

True or False? Credibility may take years to earn through persistent, consistent, and patient leadership and can easily be lost with one thoughtless action, decision, or behavior. (13.26)

A

True

148
Q

How do successful leaders earn credibility? (13.26)

A

Leading by example and taking responsibility>

149
Q

What is a crucial element of a leader’s credibility? (13.26)

A

Taking responsibility not only for his or her individual actions, but also for those of the Airmen

150
Q

Every unit, business, or organization has a personality, temperament, and unique environment. What is a way of describing an organizational environment? (13.27)

A

Organizational culture

151
Q

What is often driven by the way individuals behave based on perceptions of the organizational culture? (13.27)

A

Dynamics within an organization

Note: This inherent system of cultural expectations and learned behaviors can greatly affect how well organizations perform.

152
Q

What needs to be understood so leaders can be more effective in aligning the environment with employee needs? (13.27)

A

The organization’s culture and climate

153
Q

What military necessity enhances Air Force capabilities and warfighting skills among military personnel? (13.28)

A

Diversity

154
Q

At the core, what provides collective strengths, perspectives, and capabilities that transcend individual contributions? (13.28)

A

Diversity

155
Q

What do Air Force personnel who work in a diverse environment learn to do for the good of the mission? (13.28)

A

Maximize individual strengths and combine individual abilities and perspectives

156
Q

What helps strengthen and ensure long-term viability to support our mission? (13.28)

A

Diversity

Note: Our ability to attract and retain a larger, highly talented, diverse pool of applicants for service with the Air Force, both military and civilian, is a strength that will impact our future force.

157
Q

The skilled leader deals effectively with all races, nationalities, cultures, disabilities, ages, and genders. In an effort to acknowledge the richness and benefits of diversity, what must Airmen do? (13.29)

A

Increase awareness of individuality and expel stereotypes

Note: Stereotypes regarding age, experience, background, or perspective are detrimental to organizations.

158
Q

What ignores individual strengths and contributions and exploits generalized characteristics? (13.29)

A

Stereotypes

Note: Setbacks these issues cause are not only detrimental to the organization, but to the individuals within the organization who would otherwise contribute to the success of the mission.

159
Q

What do effective leaders do to incorporate everyone’s talents into a cohesive and optimal workforce? (13.29)

A

(a) Take time to recognize what excites others
(b) Leverage their talents
(c) Cultivate a work culture that recognizes and appreciates differing perspectives and approaches to solving problems

160
Q

Leaders must create a hospitable climate that promotes respect and inclusion. What will this do? (13.29)

A

Reduce dysfunctional tension and increase team productivity

161
Q

What is the first step in leading a diverse organization? (13.29)

A

To form a common ground or a shared set of assumptions to form the framework within which to communicate

Note: The common ground is the organization itself - the vision, goals, rules, regulations, processes, and procedures that govern what the unit does to achieve mission requirements.

162
Q

True or False? Emphasizing diversity without threatening unity is the proper way to strengthen the ties that bind a team together. (13.29)

A

True

163
Q

Industry studies have consistently revealed that heterogeneous or diverse groups are more innovative than homogeneous groups. Why is this so? (13.29)

A

They view improvement opportunities from multiple perspectives

Note: Diversity of experience and background allows diverse ways of perceiving and resolving problems.

164
Q

Managing what organizational facet is defined as determining which differences matter in enriching a product or service? This process can result in higher productivity, improved performance, more creativity, more innovativeness, and reduced stress. (13.29)

A

Diversity

165
Q

True or False? Productivity is an outcome of respect and inclusion. (13.29)

A

True

166
Q

Contemporary motivation is a simple, three-phased approach to motivation that states people can be in one of three levels of commitment to the organization. What are these three levels? (13.30)

A

(1) Membership level (at the lowest end)
(2) Performance level
(3) Involvement level (highest level)

167
Q

True or False? A person’s level of commitment determines how motivated he or she is to accomplish the mission. (13.30)

A

True

168
Q

The more committed a person is to the organization, the more involved he or she will most likely be. What can supervisors do so individuals can move to, or remain in, a higher commitment level? (13.30)

A

Help ensure proper rewards are provided

169
Q

What is similar to employee commitment levels and organizational culture and can affect employee motivation and behaviors? (13.31)

A

Organizational norms

170
Q

What can help leaders address and determine how to adjust organizational norms that can, in turn, align employee’s motivations on a behavioral level? (13.31)

A

Understanding that norms exist

171
Q

What are norms that support hard work, loyalty, quality, and concern for customer satisfaction? (13.31)

A

Positive norms

Note: Positive norms support the organization’s goals and objectives and foster behavior directed toward achieving those goals.

172
Q

What norms are those that sanction criticism of the company, theft, absenteeism, and low levels of productivity? (13.31)

A

Negative norms

Note: Negative norms promote behavior that works to prevent the organization from achieving its objectives.

173
Q

What must operational managers, leaders, and supervisors learn to instill in order to properly motivate Airmen? (13.31)

A

Positive norms

174
Q

If a military member’s behavior does not support positive organizational norms, the supervisor needs to determine the underlying reasons. What could be the cause of the individual’s behavior? (13.31)

A

Unmet needs, a result of discipline problems, or both

175
Q

What are seven norms that affect the dynamic culture between employee motivation and organizational norms? (13.31)

A

(1) Organizational and Personal Pride
(2) Teamwork and Communication
(3) Leadership and Supervision
(4) Profitability and Cost Effectiveness
(5) Customer Relations
(6) Innovativeness and Creativity
(7) Training and Development

176
Q

Which norms are associated with an individual’s feelings of identification and sense of pride regarding the organization? (13.31)

A

Organizational and personal pride

177
Q

Positive norms lead individuals to see the organization as “his” or “hers.” What do negative norms reflect toward the organization and its goals? (13.31)

A

A “we” vs. “they” attitude

178
Q

Which norm is reflected in visible behaviors when individuals work together and cooperate with one another? (13.31)

A

Teamwork and communication

179
Q

Within the teamwork and communication norms, what do negative norms foster? (13.31)

A

Individuality, secrecy, and the belief that success is achieved by an attitude of “every man for himself”

Note: Positive norms promote sharing of information and working together to achieve common goals.

180
Q

Which norm can enhance or hinder contribution and productivity to an organization? (13.31)

A

Leadership and supervision

Note: Positive norms result in supervisors assuming the role of subordinate helpers, trainers, and developers; while negative norms cause supervisors to assume more active roles, like constantly policing and monitoring Airmen.

181
Q

Profitability and cost effectiveness norms determine behaviors with respect to profit and cost consciousness. Within the profitability and cost effectiveness norm, what effects do positive and negative norms have? (13.31)

A
  • Positive norms encourage people to save money and reduce costs
  • Negative norms foster a lack of concern for bottom line performance
182
Q

Which saying within the profitability and cost effectiveness norm is a negative norm that our Air Force cannot accept? (13.31)

A

“it’s good enough for government work”

183
Q

Which norm deals with individual behavior that affects the manner in which a customer is served? (13.31)

A

Customer relations

184
Q

Within customer relations norms, positive norms are directed toward maximizing customer satisfaction. What do negative norms lead to? (13.31)

A

Viewing the customer as an obstacle to be avoided

185
Q

Which norm determines, to a large degree, whether original and creative behaviors are supported and encouraged? (13.31)

A

Innovativeness and creativity

Note: Positive norms lead to the stimulation of new ideas and positive change; whereas negative norms support the status quo and discourage experimentation.

186
Q

Which norm is essential throughout the careers of Airmen so they grow and cultivate future Air Force leaders? (13.31)

A

Training and development

187
Q

Within the training and development norms, positive norms in this group encourage training and view development as essential to the ongoing operation. How do negative norms treat development? (13.31)

A

As a nonessential aspect of the operation

A ✨Staff Testing✨ (14 decks)

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