Flashcards in Section 10B - Leadership Deck (105):
What is leadership?
The art and science of influencing, motivating and directing Airmen to accomplish the Air Force mission in joint warfare.
What are the two fundamental elements of leadership?
The 1) mission, objective or task; and 2) Airmen who accomplish it. (Leadership should support both elements.)
The Air Force expects members to develop leadership skills. How does this development apply to enlisted members?
Enlisted members will primarily operate at the tactical level of expertise, combining their technical skills with their direct influence on subordinates.
What is the primary task of every military organization?
Accomplishing the mission.
State-of-the-art technology and equipment are the assets that determine the unit's success or failure. (T/F)
False. (People are the most important assets. Without their support, the until will fail.)
What important principle of leadership is often neglected?
Involvement - knowing you Airmen and showing sincere interest in their problems, career development and welfare. (Involvement is key to maximizing worker performance and the mission.)
Who must leaders hold accountable for their actions?
Themselves and their people.
In General W. L. Creech's opinion, what is the most "ruinous path" for leaders?
"Selective enforcement of rules and standards."
What may be the toughest part of being a leader?
Setting a proper example. (Successful leaders constantly evaluate themselves and work on their shortcomings.)
In leadership self-evaluation, you must assess how effectively you can 1) make and stand by tough decisions; 2) stay flexible; and 3) remain enthusiastic and cheerful. Name three more areas you should assess.
Any three of the following: assess how effectively you can 4) do your best with inadequate means; 5) inspire people; 6) take reasonable risks so subordinates can grow; 7) let subordinates be creative; 8) invite communication; 9) listen; 10) withhold judgement until facts are in; 11) accept subordinates' failures as your own; 12) recognize their success as their own; 13) do many things at once; 14) manage complex jobs; and 15) carry out orders as well as give them.
What six things did General Louis L. Wilson, Jr. advise leaders to do?
1) be tough; 2) get out from behind the desk; 3) search out problems; 4) find the critical path to success; 5) be sensitive; and 6) be honest.
What did General Louis L. Wilson, Jr. advise leaders not to do?
Don't 1) take things for granted; 2) alibi; 3) procrastinate; or 4) tolerate incompetence.
Morale will almost certainly be higher if you are a tough leader. (T/F)
True. (Set your standards high and insist your people measure up.)
What leadership advice eliminates many people problems and shows your Airmen that you're interested in their problems, work conditions and welfare?
Get out from behind your desk and see for yourself what's going on in your work center.
Every organization has problems. As a leader, what is the trick to finding them?
Fostering an environment that encourages people to bring them to you.
What does "find the critical path to success" mean to leaders?
Get involved personally and concentrate on make-or-break issues in your organization. Don't waste time on inconsequential or trivial matters.
Explain what "do not alibi" means to leaders
People make mistakes. Don't be defensive about them.
As a leader, you are devised to be sensitive and empathetic with your people, yet you shouldn't tolerate incompetence. What should you do if someone demonstrates laziness, disinterest or inability to get the job done?
Terminate his or her assignment.
Nothing can be more disastrous than garbled information, half-truths and falsifications. Regarding honesty, what leadership advice did General Louis L. Wilson, Jr. give first?
Tell it like it is and insist that your people do likewise. (He also advised leaders to create an atmosphere of truth and confidence.)
What standards must Air Force leaders know and enforce?
Standards of conduct, discipline and customs and courtesies.
What is the mission of the Air Force?
To deliver sovereign options for the defense of the United States and its global interests - to fly and fight in air, space and cyberspace.
What oath does every member take voluntarily upon entering the Air Force and reaffirm upon enlistment?
To support and defend the US Constitution, bear true faith and allegiance to it, and obey the orders of the president and superior officers according to regulations and the UCMJ.
When are Air Force members subject to duty?
24 hours a day, 365 days a year.
The ___ of ___ provides the control and communications needed to accomplish the mission.
Chain of command. It cannot work without loyalty at every level.)
What is the key principle behind the chain of command?
Resolving problems and seeking answers at the lowest possible level.
Standards of conduct only apply while on-duty in a military environment. (T/F)
False. (They apply on- and off-duty, in personal behavior and in treatment of others, in military and civilian environments.)
Officers and NCOs must not give the appearance of favoritism or impropriety in their personal relationships with whom?
Coworkers and Airmen. (Excessive socialization and undue familiarity, real or perceived, degrade leadership.)
Some people believe military success depends on effective management, while others believe charismatic leadership is the key to success. Who is correct?
A combination of both is essential.
The roles of leadership and management are better understood in terms of what three elements?
1) Behavior; 2) personal characteristics; and 3) organizational situation.
Which author states, "Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done."?
Warren G. Bennis, PhD
"Leadership is of the spirit…management is of the ____," according to Field Marshal Sir William Slim.
___administer, maintain and control. ___motivate, develop and inspire.
Are managers or leaders problem solvers who seek conflict avoidance?
Managers. (Leaders are analyst of purposes and causes who accept and invite conflict.)
Are managers or leaders values-driven and ambitious?
Leaders. (Managers are statistics-driven and thrive on predictability.)
Do managers or leaders ensure organizational objectives are achieved, even if they disagree with them?
Managers. (Leaders ensure that their objectives and those of the organization become the same.)
Are the personal characteristics of successful leaders or managers exclusively positive?
Neither's personal characteristics are exclusively positive or negative. Leaders must have a grasp of management and leadership skills. The two cannot and should not be separated.
The are of leadership includes management. (T/F)
Different personal characteristics mean the best managers do not make good leaders, and vice versa. (T/F)
False. (The best managers tend to become good leaders and effective leaders are usually good managers.)
___ launch and steer organizations towards goals and strategies. ___ ensure resources are available and efficiently used.
___ organize people. ___ align them, understand the vision and are committed to it.
An organization needs a balance of strong leadership and strong management. (T/F)
Explain why a peacetime force can survive with good management at all levels and good leadership concentrated at the top, but a wartime force needs competent leadership at all levels.
Because good management brings a degree of order and consistency to key issues like readiness, availability and sustainment, but people must be led into battle.
Name four leadership qualities.
1) positive attitude; 2) values; 3) character; and 4) credibility.
Why must a leaders attitude convey enthusiasm and encouragement?
Because Airmen's attitudes are a direct reflection of the leaders attitude.
List three aspects of the leadership quality "values."
1) Trust; 2) loyalty; and 3) integrity.
Why is reliability an important aspect of trust within an organization?
Because reliability (even in small things like punctuality and prompt attention to correspondence) translates into the trust people have in one another.
What value is defined as a consistent, honest demonstration of personal commitment to the organization and it's vision?
The leadership quality ___ includes charisma, compassion and courage.
Leadership combines competence and character. Which one are poor leaders most likely to lack?
Paul Fussel wrote that followers must like and want to be like the leader, or want the leader to like them. (T/F)
A leader's character includes___, a special characteristic that inspires allegiance and devotion.
Charisma. (It can be effective, but is not a cure-all for leadership needs.)
Courage takes many forms, not just in combat and high risk situations. Leaders must also show the ___ courage to be honest and sincere in their day-to-day taskings.
Moral. (A leader's courage helps followers maintain composure in stressful situations and provides motivation to endure hardships.)
Which leadership quality demonstrates humility, commitment and the ability to draw out each member's unique strengths?
Why is a leader's credibility fragile?
Because it takes years to earn through persistent, consistent and patient leadership, yet can be lost with one thoughtless remark, act or broken agreement.
How do successful leaders earn credibility?
They lead by example and take responsibility for their own actions and those of their Airmen.
Through positive___, leaders show that they live by their values.
What is the vision for Air Force Smart Operations for the 21st Century (AFSO21)?
To establish an environment in which all Airmen actively eliminate waste and continually improve processes.
Why is it crucial to embrace and communicate the Air Force Smart Operations for the 21st Century (AFSO21) vision?
Because Air Force leaders must have a collective vision that empowers, inspires, challenges and motivates followers to the highest levels of commitment and a continuous process improvement environment.
Vison helps people believe they can accomplish their goals and move toward a better future as a result of their own efforts. President Franklin D. Roosevelt's 1940 announcement of a production goal of 50,000 planes a year, and President John F. Kennedy's 1961 announcement that we would put a man on the moon within the decade are both examples of conveying a vision through ___.
Leaders should constantly anticipate influences, trend and demands that will affect the vision. A common error of leadership is preoccupation with the ___ at the expense of the future.
To be of realistic value, a vision must be logical, deductive and plausible. (T/F)
True. (It must also be specific enough to provide real guidance.)
When implementing the vision, senior leadership has the authority and responsibility to change the system as a while. What can lower-level leaders do to implement the vision?
Direct supervisors and subordinates to the appropriate tasks by communicating the vision to the unit, shop or work center.
A vision's originality is as I'm portent as how well it serves the mission requirements, the strategic goals of the unit and the Air Force as a whole. (T/F)
False. (It is less important)
Should a vision be enduring and committed or should the process be continual, with revisions and amendments?
___ means assigning people tasks to accomplish, while giving them the freedom to do so creatively.
Effective empowerment requires good ___ of authority.
What kind of leadership emphasizes sensitivity to needs, involves people and asks them for help?
Participative. (Don't confuse this with empowerment.)
What does the essence of empowerment require?
That leaders and followers identify with their respective share of the organization's goals.
The continual ___ of leader-follower roles creates an environment that allows leaders and followers to realize organizational goals and objectives more effectively.
Is effective empowerment a new concept?
No. (Great leaders of the past never directly told people how to do their jon, but explained what needed to be done and let their people achieve their own success. )
What is the cornerstone of the mutually dependent relationship between leaders and followers?
The guidelines to empowerment encourage leaders to be flexible and patient. To whom should you delegate decisions?
To those closest to the issue. (Allow Airmen to choose how to implement the vision.)
While empowering followers, leaders must clearly maintain a firm grip on the ___ requirements and the strategic plan.
Regarding empowerment, in what way should Airmen be encouraged to improve the organization's vision?
Those with expert knowledge in a particular field should be encouraged to use this knowledge to improve the vision when and where possible.
Why do empowered followers need sufficient training on the task at hand?
To realize their potential in fulfilling the organization's vision.
Empowerment requires even more highly refines supervisory skills than traditional autocracy. What four things do subordinates continually need in this respect?
1) Direction; 2) knowledge; 3) resources; and 4) support.
Empowerment is often associated with ___ leadership (abdicating responsibility and leaving Airmen to their own devices.)
Consensus is a determination of what the group wants. Do leaders seek consensus?
No, they build consensus.
Imposing empowerment on followers breeds___.
Compliance (not commitment).
Military life is a constant process of training and education. Should effective leaders be master students or master teachers?
They must be both.
Why should leaders insist that Airmen focus their attention on the aspects of a situation, mission or project they control?
To foster professional growth. (Providing challenging and enlightening experiences.)
Setting ___ encourages subordinates to learn, provides the leader with feedback on subordinates' performance, ensures quality control of unit output and gives subordinates a goal and the inspiration to develop and perform to the best of their ability.
General H. Norman Schwarzkopf, Jr. said, "People want to know what is expected of them…they need to know how you measure that success. Allow for a few ___ because people should be given the latitude to learn."
To develop Airmen, a leader must 1) train replacements; and 2) develop understanding of roles and responsibilities. Name three more of these tasks.
Any three of the following: 3) be an advisor and mentor; 4) provide opportunities for growth and promotion; 5) clarify expectations; 6) strengthen service identify; 7) allow Airmen to make decisions and experience leadership; and 8) encourage and facilitate formal education.
What is an important milestone in developing leadership?
Experiencing a significant challenge early in a career.
As a leader, you must recognize and diagnose the capabilities and developmental needs of your Airmen. What are some professional developmental needs you should assist them with?
Any of the following: PME; off-duty education; specific skill training; professional development courses or seminars; communication skills; or additional training.
What should you do after actively identifying people with great leadership potential as early as possible?
Determine appropriate challenges to develop their leadership. (Don't overlook a late bloomer's potential.)
When dealing with setbacks, why should leaders acknowledge an Airman's right to fail?
It is a fundamental aspect of empowerment. (Airmen rely on the experience and understanding of strong leaders to deal with setbacks.
The key to success is to avoid failure. (T/F)
False. (Fear of failure stifles creativity and innovation and perpetuates complacency.)
Why is innovation inextricable connected with being an effective leader?
Leadership is charged with introducing new ideas, methods or solutions. (Innovation means change, and change requires leadership.)
Leaders must be chief ___ officers in their organizations.
Transformation. (They must also learn everything about change before it takes place; learn how to deal with the emotions associated with change; motivate the people supporting new processes to meet the challenge and support the change; and maintain a clear understanding of the present and focus on the future. )
Leaders must create an organizational climate conducive to change. What two things must they also do when dealing with change?
1) Facilitate the change itself by walking Airmen through the change, explaining it and answering questions; and 2) reward those who comply with and the change and refocus those who do not.
List several suggestions for leaders coping with changes.
1) involve people in the change process; 2) fully explain the reason for change; 3) view change positively; ) create enthusiasm for the change; 5) facilitate change (avoid forcing it); 6) be open-minded and experiment with alternatives; 7) seek out and accept criticism; and 8) never grow complacent.
What values are the bedrock of leadership in the Air Force?
The Air Force core values - Integrity First, Service Before Self and Excellence in All We Do.
What do the Air Force core values provide?
A foundation for leadership, decision making and success, regardless of the level of assignment, difficulty or danger in the mission.
What Air Force core value is the single most important part of character?
Integrity. (It is the basis for trust in todays Air Force.)
Airmen of integrity act on ___, demonstrating impeccable self-control without acting rashly.
Conviction. (They are able to hold together and properly regulate their personality.)
What Air Force core value represents selfless dedication to duty?
Service Before Self.
Service Before Self means Airmen must ignore their duty to their families. (T/F)
False. (Airmen have a duty to their families just as strong as their duty to the Air Force.)
Considering Service Before Self, Airmen must understand that organizational excellence can only occur in an atmosphere free from fear, ___ ___, sexual harassment, intimidation, hazing, or unfair treatment.
Service Before Self must show ___ to their leaders, fellow Airmen and the Air Force.
Loyalty. (This includes commitment to the Constitution, military chain of command, President and SecDef.)
What Air Force core value demands Airmen constantly strive to perform at their best?
Excellence in All We Do.
Excellence in All We DO fosters an organizational culture that emphasizes what kind of mentality?
A team mentality. (The organization still maintains standards and accomplishes the mission.)
The Air Force core value, Excellence in All We Do, means Airmen are trained, fit, focused and ready to accomplish the mission at all costs. (T/F)
False. (Accomplish the mission safely and effectively.)