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PAF ALEN Flashcards

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1
Q

Best leadership approach during “inequities/conflict” and “post conflict disruptions” in the TACTICAL level.

A
  1. Transformational Leadership

2. Bridging Leadership

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2
Q

Enthusiastic, optimistic

A

Inspiring

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3
Q

Independent, critical thinker but unwilling participant

A

Alienated Follower

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4
Q

Relational timeframe short.

3 C’s of PAF ALEN

A

Cooperation

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5
Q

“No talk, no mistake”

A

Passive Follower

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6
Q

Adapting to each other or accommodating others actions and goals.
(3 C’s of PAF ALEN)

A

Cooperation

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7
Q

Avoids participation

A

Passive Follower

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8
Q

Attributes of Admired Leaders

A

Honest
Forward-looking
Inspiring
Competent

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9
Q

Low risk/low reward

3 C’s of PAF ALEN

A

Cooperation

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10
Q

Active participant and critical thinker

A

Effective Follower

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11
Q

Best leadership approach during “war/crisis” in the tactical, operational and strategic levels.

A

Combat Leadership

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14
Q

It is the final decision to reject whatever is demeaning to oneself or to others and with confidence and honesty to choose the right.

A

Character

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15
Q

“May I make a suggestion that might work better?”

A

Effective Follower

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16
Q

Negotiated shared goals

3 C’s of PAF ALEN

A

Collaboration

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17
Q

Lacks initiative and sense of responsibility

A

Passive Follower

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18
Q

Best leadership approach during “inequities/conflict” and “post conflict disruptions” in the OPERATIONAL level.

A

Combat Leadership
Transformational Leadership
Adaptive Leadership
Bridging Leadership

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19
Q

Result of unstable organization/ political situation/ leaders with impersonal and transactional relationship

A

Pragmatic Survivor

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20
Q

Structured communication flows, formalized project-based information sharing
(3 C’s of PAF ALEN)

A

Coordination

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21
Q

It is a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole simultaneously.

A

Organization Leadership

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22
Q

Pooled, collective resources

3 C’s of PAF ALEN

A

Collaboration

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23
Q

Committed to something larger than themselves

A

Effective Follower

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24
Q

Power remains with organizations.

3 C’s of PAF ALEN

A

Cooperation

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25
Q

Leaves thinking to leader

A

Passive Follower

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26
Q

Changes style depending on situation

A

Pragmatic Survivor

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28
Best leadership approach during “peace” or “closure/peace” in the tactical, operational and strategic levels.
Transformational Leadership
29
Avoids risk and fosters status quo
Pragmatic Survivor
30
Power remains with parent organizations | 3 C’s of PAF ALEN
Coordination
31
Get things done
Competent
33
``` System change (3 C’s of PAF ALEN) ```
Collaboration
34
Knows where he is headed and how to get there
Forward-looking
35
Dense interdependent connections, high trust | 3 C’s of PAF ALEN
Collaboration
36
“Yes-man/woman”
Conformist Follower
39
Does not contribute to solving problems
Alienated Follower
40
Joint policies, programs and aligned resources. | 3 C’s of PAF ALEN
Coordination
41
Resources remain with organizations. | 3 C’s of PAF ALEN
Cooperation
41
Medium connections, work-based trust | 3 C’s of PAF ALEN
Coordination
42
Has qualities of all four types of follower
Pragmatic Survivor
43
4 Types of Leadership Approaches
Bridging Leadership Transformational Leadership Adaptive Leadership Combat Leadership
44
6 Pillars of PAF Leadership Development
1. Foundational/Pre-Entry Training 2. Professional Military Education 3. Field and Operational Experience 4. Other Institutions Learning 5. Self-Directed Learning 6. Coaching and Mentoring
45
Levels of Leadership
Foundational Tactical Operational Strategic
46
Tactical Information Sharing | 3 C’s of PAF ALEN
Collaboration
47
Power is shared between organizations. | 3 C’s of PAF ALEN
Collaboration
48
Result from leaders investing in their development (coaching, mentoring, teaching, training)
Effective Follower
52
Needs much supervision
Passive Follower
53
Result from leaders- rewards loyalty/ punishes nonconformity / presence of authority taking responsibility
Conformist Follower
54
A German officer; one of the major organizers of the Holocaust; responsible of the death of 5 to 6 million Jews
Adolf Eichmann
54
Frequent communication | 3 C’s of PAF ALEN
Collaboration
57
Tacit information sharing | 3 C’s of PAF ALEN
Cooperation
58
Courageously dissents when necessary – tactfully
Effective Follower
59
Commitment and accountability to parent organization and project. (3 C’s of PAF ALEN)
Coordination
60
It is an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization.
Organization Leadership
61
Has courage to initiate change
Effective Follower
62
Semi-interdependent goals | 3 C’s of PAF ALEN
Coordination
64
Commitment and accountability to own organization. | 3 C’s of PAF ALEN
Cooperation
65
OVERLY concerned about avoiding conflict with superior
Conformist Follower
65
Must be able to build cohesive and productive work and project teams in order to achieve the required outputs, either as a work unit or as a component within the organization.
Team Leadership
66
Loose connections, low trust | 3 C’s of PAF ALEN
Cooperation
66
Relational timeframe medium — based on prior projects. | 3 C’s of PAF ALEN
Coordination
67
Has integrity; trustworthy
Honest
68
AFP Core Values
Honor Service Patriotism
69
Result from negative experiences from leaders’ double standards/ unmet expectation/ broken trust
Alienated Follower
70
Result from leaders who are overly-controlling, punishing every mistake
Passive Follower
71
3 Mindsets of a Self Leader
1. Activate points of power 2. Challenge assumed constraints 3. Be proactive
72
Independent Goals | 3 C’s of PAF ALEN
Cooperation
75
ALEN
Aviation Leadership and Excellence Nexus
76
Domains of Leadership
Individual Inter-personal Organizational Societies
77
Best leadership approach during “inequities/conflict” and “post conflict disruptions” in the STRATEGIC level.
Transformational Leadership Adaptive Leadership Bridging Leadership
78
P-A-F Leaders
Precise Agile Focused
79
Relational timeframe — long term (3 years) | 3 C’s of PAF ALEN
Collaboration
80
It is the total of thousands of small daily strivings to live up to the best that is in us.
Character
80
Ad hoc communication flows | 3 C’s of PAF ALEN
Cooperation
81
Uses whatever style benefits his/her position
Pragmatic Survivor
81
“Order is order.”
Conformist Follower
82
Redesigns perceptions and values, and changes expectations and aspirations of employees.
Transformational Leadership
83
6 Leadership Styles
``` Autocratic Visionary Affiliative Democratic Pace-Setting Coaching ```
85
Willing participant but dependent, uncritical thinker
Conformist Follower
85
A comprehensive self-influence perspective that concerns leading oneself.
Self Leadership
86
Creates significant change in the life of people and organizations.
Transformational Leadership
86
Cynical -- critical of people and 
of the organization
Alienated Follower
87
Works towards positive impact
Effective Follower
87
Previously effective but experienced betrayal and frustration
Alienated Follower
87
3 C’s of PAF ALEN
Cooperative Coordinative Collaborative
87
It is a combination of strategy and character. If you must be without one, be without strategy.
Direct Leadership
87
Commitment and accountability to network first and community and parent organization. (3 C’s of PAF ALEN)
Collaboration
88
A culture that values obedience and the presence of an authority figure taking responsibility can cause subordinates to “shut off their moral compass” and perform unethical, immoral or illegal acts.
The Milgram Experiment Lesson
89
Carries out unethical orders
Conformist Follower
89
PAF ALEN Leadership Types
Self Leadership Direct Leadership Team Leadership Organization Leadership
90
“Go with the flow. Don’t rock the boat.”
Pragmatic Survivor
90
It is the practice of intentionally influencing your thinking, feeling and actions towards your objective/s.
Self Leadership
90
High risk/high reward | 3 C’s of PAF ALEN
Collaboration
91
Uncritical thinker
Passive Follower

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