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59 Cards in this Set
- Front
- Back
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What does ADP 6-22 cover? |
Army Leadership |
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What is an Army Leader? |
Anyone who inspires and influences people to accomplish organizational goals |
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What is leadership? |
The process of influencing people by providing purpose, direction and motivation to accomplish the mission |
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What is a toxic leadership? |
A combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization and mission performance. |
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What do Toxic leaders consistently use dysfunctional behaviors to do? |
Deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves |
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Can a toxic leader still achieve results? |
Yes, but only short term results where followers respond to the positional power of their leader to fulfill requests |
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Which leader competency categories does a toxic leader ignore when getting short term results? |
Leading and developing soldiers |
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What will toxic or negative leadership effect in followers? |
Followers' will, initiative, and potential and destroys unit morale |
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What are the two characteristics of a toxic leader? |
Inflated sense of self-worth and Acute self-interest |
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What value must a leader have to take the initiative to make something happen rather than standing by or withdrawing and hoping events will turn out well? |
Personal courage |
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What type of leader will learn from each decision and action; with guidance from superiors, the leader will grow in confidence? |
A self-aware leader |
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What type of leaders have the psychological and physical capacity to bounce back from life's stressor to thrive in an Era of high operational tempo and persistent conflict? |
Resilient and fit leaders |
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What is command? |
The authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment |
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What is mission command? |
The exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander's intent to empower agile and adaptive leaders |
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What army regulation specifically charges commander's to perform functions such as establishing a positive climate, caring for the well-being of soldiers, properly training their soldiers and developing subordinates' competence? |
AR 600-20 |
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What is AR 600-20? |
Army Command Policy |
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What are the three levels of Leadership? |
Direct; Organizational; Stategic |
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What is the Direct level leadership? |
Ability to apply competencies at a proficient level |
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What is the organizational level leadership? |
Apply competencies to increasingly complex situations |
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What is the strategic level leadership? |
Shape the military through change over extended time |
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What are the 4 special conditions of leadership? |
Formal; informal; collective; situational |
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What are the three leader attributes? |
Character; presence; intellect |
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What are the three leader competencies? |
Leads; develops; achieves |
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What is character? |
The essence of who a person is, what a person believes, how a person acts. |
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What year was the Army's First leadership Doctrine published? |
1948 |
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What does a leader taking care of people involve? |
Creating and sustaining a positive climate through open communication, trust, cohesion, and teamwork |
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Should every good Army Leader also need to be a good follower? |
Yes |
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What are the things that a good follower must learn? |
Learning loyalty, subordination, respect for superiors, and even when and how to lodge candid disagreement |
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How can leaders mitigate resistance when trying to influence others? |
By anticipating what others value, their reactions to influence, their shared understanding of common goals |
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How do army leaders build trust? |
By being honest and dependable |
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Which army value must leaders have in order to take the initiative to make something happen or confront problems of discipline and/or disorderly conduct? |
Personal courage |
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What is collective leadership? |
The combined effects and interactions when leaders at different levels synchronize their leadership actions to achieve a common purpose |
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Who can demonstrate leadership? |
Anyone |
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What is empathy? |
Identifying and understanding what others think, feel, and believe |
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What does character refer to? |
The internal identity of the leader |
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What does presence refer to? |
How others see the leader, the leader's outward appearance, demeanor, actions and words |
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What does intellect refer to? |
The abilities and knowledge to think and interact with others |
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How do leaders build credibility with their soldiers? |
By unwavering adhering to applicable laws, regulations, and unit standards |
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What is building trust? |
An important competency to establish conditions of effective influence and for creating a positive environment. |
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What is actions speak louder than words? |
Actions can speak louder than words and excellent leaders use this to serve as a role model to set the standard |
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Why must leaders communicate effectively? |
Leaders communicate to convey clear understanding of what needs to be done and why |
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Are army leaders expected to influence beyond the chain of command? |
Yes. |
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How do leaders create a positive environment? |
A leader inspires an organization's climate and culture |
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What is competency prepares self? |
Encourages improvement in leading and other areas of leader responsibility |
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Why do leaders develop others? |
To assume greater responsibility or achieve higher expertise |
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Why does a leader steward the profession? |
To maintain professional standards and effective capabilities for the future |
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When developing subordinates, what should a leader provide? |
Resources, make expectations clear, and provide positive, meaningful feedback |
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What does getting results require? |
The right level of delegation, empowerment and trust balanced against the mission |
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How do leaders develop? |
When the individual desires to improve and invests offort, when his or her superior supports development, and when the organizational climate values learning |
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What are examples of formal systems that provide feedback for leaders to develop? |
Evaluation reports, academic evaluation reports, and 360 assessments |
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What is the quickest opportunity for leaders for learn and develop? |
When there are challenging and interesting opportunities to practice leadership with meaningful and honest feedback |
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What does leader development involve? |
Recruiting, accessing, developing, assigning, promoting, broadening, and retaining the best leaders, while challenging them over time with greater responsibility; authority and accountability |
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Why is military leadership unique? |
Because the armed forces grow their own leaders from the lowest to the highest levels |
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What are the four requirements and expectations of character? |
Army value, empathy, warrior ethos, discipline |
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What are the four requirements and expectations of presence? |
Military and professional bearing, fitness, confidence, resilience |
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What are the five requirements and expectations of intellect? |
Mental agility, sound judgment, innovation, interpersonal tact, expertise |
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What are the five requirements and expectations of the lead competency? |
Lead others Extends influence beyond the chain of command Builds trust Leads by example Communicates |
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What are the four requirements and expectations of the develop competency? |
•Creates a positive environment/fosters espirit de corps •Prepares self •Develops others •Steward the profession |
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What is the one requirement and expectation of the achieve competency? |
Get reaults |
