Test 1 Flashcards
1
Q
Abilities of a leader can be improved through deliberate use of force development, built from….
A
education, training, and experience
2
Q
AF Views on Leadership:
A
- Leadership is the art and science of motivating, influencing, and directing Airmen to understand and accomplish JFC objectives
- Effective leadership transforms human potential into effective performance in the present and prepares capable leaders for the future
- Airmen lead others in accomplishing the mission while simultaneously serving as followers
- you must be a good leader to be an effective commander
3
Q
The goal of a leader….
A
To develop others to become leaders and followers
4
Q
Air Force leadership elements….
A
- The Mission (the “What”)
2. The People (the “Who”)
5
Q
Tasks should always be linked to….
A
- The mission
2. What the organization does
6
Q
Roadmap to how we develop our leaders…..
A
Leadership Competencies
7
Q
Leadership competencies are also known as…
A
Attributes and Abilities
8
Q
The purpose of Leadership Competencies…
A
Drive individual towards successfully performing tasks & accomplishing the military mission
9
Q
The three categories of AF Leadership Competencies…
A
- Personal
- People/Team
- Organizational
10
Q
Personal Competencies are…
A
institutional competencies leaders need in face-to-face and interpersonal relationships that directly influence human behavior and values
11
Q
People/Team competencies are…
A
essential as leaders move on to lead larger
groups or organizations
12
Q
Organizational competencies are…
A
represent those applicable at all levels of the Air Force but are most in demand at
the strategic level
13
Q
Three levels of AF leadership…
A
- Tactical Expertise
- Operational Competence
- Strategic Vision
14
Q
Attributes of Tactical Expertise…
A
- Unit, sub-unit levels where individuals perform specific tasks that contribute to execution of operations
- Primary focus on Personal competencies
15
Q
Attributes of Operational Competence…
A
- Understand the broader DAF perspective, execute operational capabilities
- Primary focus on People/Team competencies
16
Q
Attributes of Strategic Vision…
A
- Apply broad organizational competencies to exceptionally complex and multi-tiered organizations
- Primary focus on Organizational competencies
17
Q
Four Leadership competency groups…
A
- Developing Self
- Developing Others
- Develop Organization
- Developing Ideas
18
Q
Importance of connectedness for the prevention of suicide prevention…
A
- Provides a sense of belonging, being seen/heard, and cared for
- allows us to learn about each other and recognize times of stress so we can build each other up
- Provides a way for us to reach out
19
Q
Risk factors of suicide are…
A
Characteristics/Conditions that increase chance of suicide
Examples: Relationship problems, financial problems, legal problems, loss of a loved one, life altering events, alcohol/drug use
20
Q
What are the behaviors/actions that support the culture change to normalize help-seeking and checking in with each other
A
- Proactively reach out (Direct, Delegate, Distract)
- Openly talk about issues
- Educating ourselves
21
Q
How to effectively intervene utilizing the ACE method…
A
Ask • Avoid judgment • Use genuine empathy Care • Express genuine concern • Show concern for physical safety • Listen/don’t try to fix • Don’t blame • Remove tools of self harm Escort • Utilize resources for next level professional care • Follow up, don’t avoid • Let them guide the progress
22
Q
Strategies for increasing connectedness and coping strategies…
A
- Self-Awareness
2. Utilize coping strategies
23
Q
Air Force guidelines for Religious Accommodations…
A
- Remain neutral
- Accommodate exercise unless military necessity requires
- Requests are welcomed and treated fairly
- Avoid scheduling conflicts between official activities and religious observations
- Religious beliefs/practices are respected
24
Q
Appropriate referral agencies for religious issues…
A
Chain of Command Chaplain Service EO JAG IG
25
Explain how the virtues relate to the core values...
1. Shows that we truly value Core Values
| 2. Results in habits of honorable actions, producing an AF professional
26
Describe the Air Force Core Values and their related virtues...
Integrity First – Foundation of trust, moral compass
• Honesty, Courage, Accountability
Service Before Self – Service is a commitment, we don’t work in we serve the AF
• Duty, Loyalty, Respect
Excellence in all we do – Continuous improvement and innovation
• Mission, Discipline, Teamwork
27
Define importance of the Air Force Core Values to Airmen and Guardians...
1. Defines our identity
2. It is the standard to which we are held
3. How each of us act represents the collective whole
28
Characteristics of "Integrity First"...
1. Doing the right thing, all the time
2. Moral compass to keep us on the right path
3. Foundation on which trust is built
4. Thoughts and actions align with what is right
Virtues: Honesty, Courage, Accountability
29
Characteristics of "Service before self"...
1. Professional duties take precedence over personal desires
2. Commitment that takes energy, dedication, and sacrifice
3. Servant mindset
4. Embrace expectations/requirements of profession of arms
Virtues: Duty, Loyalty, Respect
30
Characteristics of "Excellence in all we do"...
1. Excellence, not perfection
2. Continually advance our craft and increase our knowledge as professionals
3. Continuous improvement and innovation to propel accomplishmen/performance
Virtues: Mission, Discipline, Teamwork
31
5 stages of team growth/building...
1. Polite
2. Why we're here
3. Bid for power
4. Constructive
5. Esprit
32
Characteristics of "Polite" and "Why we're here"...
Polite
- Size people up
- Cliques begin to form
- Little or no group identity
- Productivity = little/none
Why we’re here
- Set goals and objectives
- Hidden agendas arise
- Low group identity
- Productivity = Very low
33
Characteristics of "Bid for power" and "Constructive"...
Bid for power
- Competition/cliques increase
- Struggle for control and group identity
- Conflicting views arise
- Productivity = Satisfactory
Constructive
- Attitudes/ideas change with open questioning & active listening
- Conflict is a group problem, not a win-lose Battle
- All members contribute
- Team spirit/group identity increase
- Productivity = High
34
Characteristics of "Esprit"...
Espirit
- Strong group identity/no cliques
- High morale/loyalty
- Membership is "closed"
- Constructive/productive actions
- Productivity = High
35
How teams move between stages of team growth: Polite -> Why we're here
- When any one member desires it
| - each member must relinquish the comfort of nonthreatening topics and risk the possibility of conflict
36
How teams move between stages of team growth: Why we're here -> Bid for power
- must put aside a continued discussion of the group’s purpose and commit himself to a team purpose
- Must accept risk (personal attacks possible in phase 3)
- Can be blocked by strong competitive member/clique
37
How teams move between stages of team growth: Bid for power -> Constructive
- Ability to listen helps to progress
- individuals to stop defending their own views and accept risk
- Demands humility
38
How teams move between stages of team growth: Constructive -> Esprit
- Requires unanimous agreement from the group
| - Members trust themselves and other group members, accept risks
39
Characteristics of effective teams...
Empowerment
- Capabilities - Appropriate number
- Power - Cohesive unit
Teamwork
- Practices - Manage time/resources
- Participation - Involvement of members
- Interdependence - Team focused, not individual
Purpose
- Clarity - Understands goals/roles
- Commitment - Believes work is important
40
Describe the five basic styles of followership...
1. Alienated
2. Sheep
3. Effective
4. Yes people
5. Survivors
41
Characteristics of the basic styles of followership: Alienated and Sheep
Alienated
• Passive/independent, Critical thinker
• Criticizes but never offers solutions
Sheep
• Passive/Dependent, Uncritical thinker
• Complies with orders; no initiative; do what told, nothing more
41
Characteristics of the basic styles of followership: Effective, Yes people, and Survivor
Effective
• Active/Independent, Critical thinker
• Proactive, high performance
• Goal/Team oriented
Yes People
• Active/Dependent, Uncritical thinker
• Take initiative but wont question
• Will readily carry out any order
Survivors
• A bit of all traits
• Not committed
• Mediocre performance
42
Distinctions between the characteristics of an effective follower
- Critical Thinking - going beyond collecting information or observing activities passively
- Participation - courageously dissents when necessary, shares credit, admits mistakes, and habitually exercises superior judgment
43
Correlation between Followership and Leadership...
- They have overlapping attributes/requirements
| - Each is reliant on the other
44
8 Step Practical Problem Solving Method Characteristics...
- Derived from the OODA loop
- Designed for long-term problem solving
- Useful for long-term, process-improvement solutions
- Less useful in short-term, high-urgency problem scenarios
- Objective = to help focus problem solving skills on issues that affect our mission, work centers, and people
45
8 Step Practical Problem Solving Method Overview...
| Compared to OODA Loop: Ob = Observe; Or = Orient; D = Decide; A = Act
* Clarify the Problem (Ob)
* Break Down the Problem & ID Performance Gaps (Ob)
* Set Improvement Targets (Or)
* Determine Root Causes (Or)
* Develop Countermeasures (D)
* See Countermeasures Through (A)
* Confirm Results and Process (A)
* Standardize Successful Processes (A)
46
OODA Loop Characteristics...
1. Derived from civilian problem solving processes
2. Designed for combat/military operations
3. Used when quick action is needed with limited time
47
OODA Loop Overview...
- Observe (Ob) – Current situation/Facts known
- Orient (Or)– Understand your situation/Set goals
- Decide (D)-Select a course of action
- Act (A)– Put the plan in action
48
Comparison: OODA Loop & 8 Step Practical Problem Solving (respectively)
- Designed for: Quick action/limited time vs. Long-term problem solving
- Derived from: Civilian processes vs. OODA Loop
- Objective: Quick action in combat/military ops vs. focus problem solving skills on issues
49
APTEC Characteristics...
- Emphasizes intermediate steps (Plan and Train) before implementing solution
- Requires more time and work to execute
- Excellent method for team environments
- Has a dedicated "train" phase
50
APTEC Overview...
```
Analyze
- ID & Understand Mission/Problem
- Gather & Use Data
- Generate Solutions
- Test and Evaluate Solutions
- Select the Best Solution
Plan
- Translate Solution
- Catch and Correct Oversights
- Resolve Specifics
Train
Execute
Critique
```
51
How nations use instruments of power (IOP) to advance national interests...
- Diplomatic
- Informational
- Military
- Economic
52
Characteristics of: Diplomatic & Informational
Diplomatic - engaging with other states and foreign groups to advance national values, interests, and objectives, and to solicit foreign support for military operations
- Embassies/Ambassadors
- Recognition
- Negotiations
- Treaties
- Policies
- International forums
Informational - The more literate a nation is, the more it should be able to effectively use informational power
- Military information
- Public diplomacy
- Communications resources
- International forums
53
Characteristics of: Military & Economic
Military - the military instrument is coercive in nature, to compel an adversary or prevent from being compelled
- Military operations
- Engagement, Security Coop, Deterrence
- Show of force
- Military technology
- Size, composition of force
Economic - A strong economy with free access to global markets and resources is a fundamental engine of the general welfare and enabler of a strong national defense
- Trade policies
- Fiscal and monetary policies
- Embargoes
- Tariffs
- Assistance
54
Process for formulating US military strategy from national objectives...
Outlined in the National Security Strategy (NSS)
• Ends/”What” – POTUS/NSS – Objectives
• Ways/”How” – SECDEF/NDS - Strategic concepts and courses of action
• Means/”Resources” - CJCS/NMS – Resources used
55
Pillars of the current National Security Strategy...
Pillar #1: Protect the American people, the homeland, and the American way of life
Pillar #2: Promote American prosperity
Pillar #3: Preserve Peace through Strength
Pillar #4: Advance American Influence
56
Lines of effort of the current National Defense Strategy...
- Rebuilding military readiness; increase Joint Force lethality
- Strengthening alliances; attract new partners
- Reforming the Department’s business practices; greater performance and affordability
57
Mission areas of the current National Military Strategy...
- Respond to Threats
- Deter Strategic Attack (and proliferation of WMD)
- Deter Conventional Attack
- Assure Allies and Partners
- Compete Below the Level of Armed Conflict
58
Sources of conflict overview...
- Communication factors - Miscommunication, not lack of communication
- Structural factors (size and level of participation) - Size & Participation
- Line-staff distinctions - Diverse backgrounds and roles. Short-term vs. Long-term goals
- Rewards - Leverages competition. Perceptions of unfairness
- Resource interdependence - Competing for resources
59
Differences between the personal behavior factors relating to conflict...
Values
- People typically don’t like having their values questioned or criticized
Perceptions
- How the individuals view concepts can cause issues when they have different definitions or expectations
Personality
- Tension is likely to escalate if the parties involved have uncomplimentary personalities
60
Distinctions between the five conflict management styles (Assertive (A) vs Cooperation (C))
Competing (or Forcing)
• +A / -C
Collaborating
• +A / +C
Accommodating
• -A / +C
Avoiding
• -A / -C
Compromising
• A / C
61
Additional factors to consider when selecting a conflict management style...
- Who am I dealing with?
- What are the stakes?
- What is the situation?
62
Lewin’s Change Management model characteristics...
- Unfreezing - Prepare for change
- Changing - Movement from old stage to new
- Refreeze - Lock desired outcomes
63
Lewins Force Field Analysis Characteristics...
- Determines if change is needed and what is needed to affect change
- Forces that influence change
- Driving forces
- Restraining forces
- Steps
- Describe the current situation.
- Describe the desired situation.
- List all the forces driving change toward the desired situation.
- List all the restraining forces resisting change to desired situation
- Evaluate all of the forces.
- Strategize.
- Prioritize action steps to have the greatest impact
64
Methods leaders use to reduce and manage resistance to change...
Education and Communication
• Reduces uncertainty
Participation and Involvement
• Gets a “buy in”
Facilitation and Support
• Training and reinforcement
Negotiation and Agreement
• Incentives and reminders
Coercion
• Use force, quick/efficient
