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278 Cards in this Set

  • Front
  • Back
Name 3 characteristics of leadership?

201.1
1) leaders lead
2) leaders aren't always on top
3) leaders motivate others
201.3
What measurement tools are available to assess leadership skills?
Scores of:
Indices
Evaluations
Assessments
Tests
Surveys
"IEATS"
202.1
What 2 step plan can you use in developing an effective time management plan?
- establish to-do list
- prioritize tasks
202.2
What is the ABC priority system?
categorize tasks by level of importance
A - must be accomplished
B - not quite as urgent
C - nice to do, simple, not time consuming
202.3
What is the key to prioritizing tasks?
focus on the 20% of the 80-20 rule
203.1
How does time management impact work center effectiveness?
leads to efficiency and increased productivity
203.2
Name a key element to keep in mind when organizing your desk or workstation?
organization, not prettiness
203.3
How can you use delegation as an effective time management saving technique?
delegate lower priority tasks to subordinates that challenge and enhance training
203.4
What planning tools are available to help you manage your workcenter responsibilities?
- planners
- pda's
- organizers
- calendars
203.5
What is recognized worldwide as one of the biggest time wasters?
telephone
204.1
Regarding time management, how do we fulfill our responsibilities as NCOs and demonstrate our adherence to the AF core values?
by properly managing time, we make positive impact on workcenter effectiveness
204.2
What programs should we be actively involved in to maintain a high degree of proficiency in our specialty?
- education services such as career development courses and CCAF programs
204.3
How does time management help meet the objective of PME?
can improve performance by helping free up time to increase our knowledge
205.1
This is the reaction or wear and tear our bodies experience to an external demand placed by our continually hanging environment?
stress
205.1
This has physical and emotional effects on us creating positive or negative feelings or behaviors?
stress
205.2
What does GAS stand for?
General Adaptation Syndrome
205.2
What are the 3 stages of GAS?
- Alarm Reaction
- Resistance
- Exhaustion
205.3
What are the 4 variables related to the stress intensity level?
- Personal Perception
- Social Support
- Locus of Control
- Personality Types A & B
205.3
This is how an individual views a potential stressor such as public speaking?
personal perception
205.3
These are effective relationships that buffer effects of stress as in testimonies from military members thanking their family for supporting them through their career?
social support
205.3
This is how people view their fate? People who believe they control their own destinies tend to view work situations to be less stressful.
locus of control
205.3
This personality type aggessively struggle to achieve more in less time?
Type A
205.3
This personality type goes with the flow?
Type B
206.1
What are the 6 subcategories of organizational stressors?
- job stressors
- role stressors
- environmental stressors
- interpersonal stressors
- leadership stressors
- organizational structure and change stressors
206.2
This occurs when a person's job roles or responsibilities conflict w/ one another, often seen at intermediate levels of supervision?
role conflict
206.2
This occurs when an individual isn't provided w/ enough info about his or her role to properly perform the job?
role ambiguity
206.3
This is an individual's requirement for personal space to feel comfortable?
social density
206.4
This stems from the level of decision making and magnitude of rules and regulations?
organizational structure and change
206.5
If left undetected or addressed, this can build up or cause problems, either alone or in concert w/ organizational stressors?
extra-organizational stressors
206.6
What are 3 outcomes of distress?
- physiological
- psychological
- behavioral
206.7
This is one of the most widely recognized and probably the most common serious stress reaction?
alcohol consumption
206.8
This can impact quantity and quality of work produced and result in abuse of equipment, waste of resources and supplies, and low morale?
personal distress
207.1
What are the 2 goals of stress management programs and methods?
- promote health
- reduce distress
207.2
This aims at changing your view of potential stressors, altering the response pattern and treating specific problems caused by stress?
individual stress management methods
207.3
What 4 ways does an individual accomplish overload avoidance?
- avoid busy work
- delegate
- say no
- negotiate deadlines
207.4
This is used to help members adjust to and manage stressors which can't be removed?
organizational stress methods
207.5
Name 5 benefits of increased subordinate involvement?
- reduction in tardiness and being absent
- relations improvement
- change acceptance
- ease in leading
- decision making easier
208.1
This is a specific type or pattern of behaviors intended to ensure work center effectiveness and mission accomplishment brought about by a state of order and obedience?
discipline
208.2
The impact of this can be positive or negative? If you're part of a unit that experiences several problems, mission effectiveness and team cohesion is endangered. If you're part of a unit where the mission is being carried out w/ minimal problems, self-development and unit cohesion is taking place.
discipline
208.3
This can be compared to the pulse of a person? It makes a statement about the health of a unit and the individuals in the unit. Knowing the status of this will be a good indicator to the supervisor what adjustments should be made.
discipline
209.1
The purpose of this is to define the specific responsibilities for each rank, the relationship between each rank and how each rank fits into the organization, and the career progression through the enlisted ranks?
Enlisted Force Structure
209.2
This lays the foundation for effective discipline? It provides guidance and direction for NCOs spelled out in the form of the NCO general responsibilities. If the NCO fulfills these roles, he or she will be better able to establish and maintain control while, at the same time, taking care of the professional development of subordinates?
Enlisted Force Structure
209.3
What is the supervisor's role in helping subordinates adjust to the military environment?
letting subordinates know they care about well being and career development
210.1
What 3 actions should you take in preventing disciplinary problems?
- communicate expected standards
- be directly involved
- be a role model
210.2
Name a corrective measure you would utilize in order to maintain discipline?
verbal or written counseling
210.3
This is the process of gaining and maintaining discipline within your organization? It provides a way for the supervisor to establish lines of acceptability and communicate those lines to your subordinate?
Progressive Discipline Process (PDP)
211.1
This contributes to a decline in productivity because the affected individual's ability to perform is impaired? The individual becomes unable to complete assigned tasks and requires more supervision.
substance abuse
211.2
What 3 ways does substance abuse affect time in the work center?
- spending time away from duty section
- difficult to complete tasks
- have to adjust priorities and work schedules
212.1
What 3 steps should you take as a supervisor to prevent substance abuse in your work center?
- educate
- deglamorize use
- lead by example
212.2
Why is documentation so important to you and the subordinate in the identification phase of a substance abuse problem?
- provides info
- helps ensure punitive measures are carried out
212.3
Describe 3 roles of a supervisor during an intervention phase of a substance abuse problem?
- communicate w/ individual
- timely referral to proper agency
- involvement and concern
213.1
This is a systematic approach to optimizing risk to best support the best mission outcomes?
ORM
213.2
What are the 4 principles of ORM?
- accept no unnecessary risk
- make risk decisions at appropriate levels
- cost vs. benefit
- integrate ORM at all levels
213.3
Name 5 factors to consider when determining of benefits outweigh the costs?
- time
- money
- quality
- quantity
- perceptions
213.4
What step of ORM deals w/ prioritizing the control measures?
Step 3, Analyze Risk Control Measures
213.5
What is the purpose of step 1 of the ORM?
to identify as many hazards in the process as possible
213.6
This is a continuous process designed to detect and assess risk using safety as one of many considerations?
ORM
214.1
This says a person feels a need and sets a goal to fulfill that need? He then acts in a way that will accomplish the goal. The behavior will provide feedback to help the person determine if the goal is being met or not. If the goal is blocked or not being met, a different set of behavior may be carried out in order to continue trying to attain that goal.
Behavior Model
214.2
Understanding this will help better prepare you to deal with the successes and failures of your subordinate? Knowing this is a normal and healthy part of behavior is important just as knowing it can become dangerous if it's done at the cost of everything else in the person's life.
coping behavior
214.3
This is the process that conditions us to react to a given situation or process a given set of info in a certain way?
learning
214.3
This helps us to gain an understanding of right and wrong and helps us to respond accordingly?
learning
214.4
Whose theory asserts that job satisfaction and dissatisfaction are caused by different work related factors called hygeines? Worker dissatisfaction occurs when these hygeines are lacking.
Herzberg's Theory
214.4
Whose theory states that 3 critical needs, power, affiliation, and achievement may be fulfilled through the organization? The organization can place you in charge of something or someone, social and interpersonal activities satisfty the achievement need, and reaching a goal fills the achievement need?
McClelland's Theory
214.5
According to Vroom's Expectancy Theory, this occurs because a person assigns meaning or value to what they see or perceive as a realistic outcome based on their behavior? It is very strong because the value is often determined by the person who is doing the behavior instead of the person providing the reward.
motivation
215.1
This is a motivational force that plays a role in our long term goals and have an interactive relationship with our needs and behavior in reaching that goal?
aspirations
215.1
This help us to learn things and better ourselves in our effort of goal attainment?
aspirations
215.2
This motivates us and impacts how we are typically going to respond to any given situation?
personality
215.2
This is made up of many traits and can be determined by how others see us?
personality
215.3
Because of this, your job as a supervisor is made more difficult because you must put forth more effort to get the person to see themselves in a positive light and getting them to change their behavior?
poor self-concept
215.3
This results in people not believing that they are capable or important?
poor self-concept
215.4
This refers to the degree of control people feel they have in a given situation?
self efficacy
215.4
This relates to whether people feel the outcomes of their behavior are truly a result of their action?
locus of control
215.5
We use this to make pass judgment and make decisions?
values
215.5
We use this to assess the actions of others, develop positions on issues, and avoid certain tasks?
values
215.5
This is the foundation of our behavior?
values
216.1
This is a group organized to work together?
team
216.1
This is an ongoing process involving interaction of individuals within a team to achieve the desired objective?
group dynamics
216.2
This is developed through a group process of team interaction and agreement in which each team is willing to work toward achieving these goals?
team goals
216.3
What must a team do to be effective?
- actively participate
- provide feedback
216.3
This is measured by observing leadership being shared, conflicts addressed, resources maximized and creatively encouraged?
team effectiveness
216.4
As a supervisor, what 3 techniques would you use to get your subordinates to perceive themselves as team members?
- communicating effectively
- convey work center goals as team goals
- ensure team members know their role
216.5
These are actions associated with accomplishing the team's specific task, solving a problem or accomplishing a goal?
task elements
216.6
What are the 3 categories of non-task elements?
- personal identity in the team
- relationships among team members
- identification within the organization
216.7
The effort in which a team studies its own process of working together and acts to create a climate that encourages and values the contributions of team members is necessary when?
during team building
217.1
Name the most important responsibility of a leader? How is it accomplished?
- develop an exciting vision
- through cooperation
217.2
What must team members do in order to accomplish desired results?
build commitment, trust, and support
217.3
What is the most important attribute necessary for long-term goals?
patience
217.4
What 3 conditions must be met for team building to be successful?
- high level of interdependence
- commitment
- teamwork
218.1
What are the 4 stages of team development?
- forming
- storming
- norming
- performing
218.2
What stage of team development is known as the exploration period?
forming stage
218.2
Behaviors associated with this stage of team development include being cautious, exploring boundaries, being non-committal, having hidden agendas, having little to no group identity, forming cliques, and feeling a need to be liked?
forming stage
218.3
In which stage of team development is flexibility the key and hierarchy is of little importance?
performing stage
219.1
This is disharmony brought about through differing behavior, aims, or methods?
conflict
219.2
This is where individuals with differing points of view and personalities show mutual respect for each other's thoughts and feelings? It results in good outcomes.
positive conflict
219.2
This happens when individuals often view others as adversaries? People become very concerned about protecting themselves and attempt to win at all costs.
negative conflict
219.3
This may cause conflict when a leader isn't properly using influence he or she has over others? The failure to make decisions or delegate at the appropriate times slows progress and creates an environment for disagreements and conflicts.
managerial behavior
220.1
What 3 factors should you consider before deciding on a conflict management technique?
- Who are you dealing with?
- What is at stake?
- Consider the situation.
220.2
This attempts to satisfy both parties? It makes the best use of both sides, resources, talents, and ideas.
collaboration
220.2
This can result in a win position for both groups and in many cases the organization enjoys a more solid solution or outcome to the problem?
collaboration
220.3
This helps to positively manage conflict because it requires the individuals to identify and define the root cause of the conflict? It aids in getting people to focus on the real issue and uncover underlying factors that are contributing to the situation.
5-step approach
221.1
This is effective in overcoming barriers because these people personify strong self-esteem?
assertiveness
221.1
These type of people are often risk-takers and even-tempered? They don't allow someone else to control their future.
assertive
221.1
Rather than consistently waiting for others to start resolving conflict their way, this type of person puts control of the situation into his or her own hands?
assertive
221.1
This is not aggression because an individual is acting from different points of view and aims to resolve the conflict for the betterment of the team rather than himself or herself?
assertiveness
221.2
This helps to reduce potential for conflict by giving people a better understanding and appreciation for other positions and processes in the work center?
cross-training
221.2
This leads to understanding which helps a person see and accept differing points of view and lends itself to the individual being empathetic when dealing with others?
cross-training
221.2
This improves efficiency and effectiveness by allowing workers to focus on their job?
conflict management
222.1
This fosters an environment of open communication where creative thinking occurs? This creativity and open communication helps in reaching organizational goals and building individual relationships within the work center?
conflict management
222.2
This results in poor organizational performance because communication breaks down, improvement opportunities are lost, and morale decreases?
improper conflict management
222.2
Because of this, problems become more serious and more difficult to fix, resulting in time having to be taken from the job and used to resolve the conflict?
improper conflict management
223.1
This is the attaining or surpassing of objectives and tasks dealing with mission accomplishment?
organizational effectiveness
223.2
These factors include personal relationships among supervisors and subordinates, supervisors and superiors, and supervisors and other supervisors?
interpersonal factors
223.2
Under what 5 conditions, do interpersonal factors affect and influence leadership?
- someone w/ ambition vs. someone w/ none
- strong personality vs. weak
- expectations of each other
- unequal physical stature
- aggressive vs. passive person
223.2
Name an organization that requires a more directive style of leadership?
fire department
223.2
These type of jobs may require more delegating or empowering?
highly technical or research jobs
223.2
This can have a major impact on situational leadership? In an emergency situation, the supervisor would likely revert to more directive styles in order to save lives and resources?
time
223.2
These include social issues and movements that will affect attitudes of subordinates and supervisors alike, environmental conditions, social unrest, and current world?
outside influences
223.2
This involves your leadership inclinations and tendencies and how you prefer to lead subordinates?
awareness of self
224.1
This refers to the extent to which a leader engages in one-way communication?
directing
224.1
This type of behavior is one a leader takes to accomplish a task? It's a task-oriented behavior.
directive behavior
224.2
This is the degree of knowledge or skills possessed by the subordinate? It is gained from education, training, and experience.
competence
224.2
This includes any transferable skills a subordinate may have such as abilities developed in other jobs which apply to the particular task at hand?
competence
224.2
This is a combination of both confidence and motivation?
commitment
224.2
This is a person's self-assurance that leads to a feeling of doing well without supervision?
confidence
224.2
This is a person's interest and enthusiasm for doing a task?
motivation
224.3
What are the 4 Situational Leadership development levels? Also state each competence/commitment level.
- D1 low competence / high commitment
- D2 some competence / low commitment
- D3 high competence / variable commitment
- D4 high compentence / high commitment
224.3
This Situational Leadership development level states that a person lacks or has little skill and knowledge to do a task, but is eager to try it anyway?
D1
224.3
Give an example of a D1 Situational Leadership level?
a person who recently arrivesd at his first duty station
224.3
This Situational Leadership development level states that a person has some knowledge or training, but confidence may still be low for a number of reasons?
D2
224.3
Give an example of a D2 Situational Leadership level?
a follower who is beginning to learn the ropes
224.3
This Situational Leadership development level states that an individual is skilled but the commitment may vary due to low self confidence, personal problems, lack of valued recognition? In some cases, this person may just not care.
D3
224.3
Give an example of a D3 Situational Leadership development level?
quite skilled but not excited
224.3
This Situational Leadership development level states that a person has all the technical and team skills to do the task and is motivated, self-directed, and self supporting?
D4
224.3
Give an example of a D4 Situational Leadership development level?
a peak performer
224.4
What are the 4 Situational Leadership styles of leadership?
- directing
- coaching
- supporting
- delegating
224.4
This implies that the manager will provide specific instructions, control task accomplishment, but may consult w/ subordinates or ask for their ideas? The manager will be the one who identifies problems, sets goals and evaluates the work accomplished,
directing
224.4
This implies that the manager still decides what the game plan will be and directs task accomplishment, but may consult w/ subordinates or ask for their ideas? The manager will be the one who identifies problems, sets goals and evaluates the work accomplished.
coaching
224.4
This implies an increase in Supportive Behavior and a decrease in Directive Behavior? The leader acts toward subordinates with more 2-way communication.
supporting
224.4
This implies that the leader assigns responsibility to the subordinate and then backs off?
delegating
224.4
Many refer to this as empowerment? It's not the case that low direction and support means no direction and support.
delegating
224.5
Use this style of leadership when you have a D1 (someone who is low in compentence, but motivated)?
directing style
224.5
Use this style of leadership when you're in an emergency situation? There is a short timeline and your follower is a D2 or D3. You can also use when there is a major organizational change.
directing style
224.5
Use this style of leadership when dealing with a D2 (a person w/ some confidence, but not all the skills, knowledge or information needed, and who is also unmotivated and unsure of their ability?
coaching style
224.6
Use this style of leadership when working with a D3 who is slipping or regressing because his skills are rusty, his attitude is poor or he's lost sight of the goal?
coaching style
226.7
Use this leadership style when the person has the skills needed to do a task, but is a little insecure or lacks confidence? It could also be used with someone who has the skills relevant to doing the task, but doesn't care?
supporting style
224.8
Use this leadership style w/ D4's? You can also use w/ D3s, who have all the skills for the task at hand, when you have long timelines, low stakes and built in reinforcement and you think they're ready to be let go?
delegating style
225.1
How does the subordinate benefit when Situational Leadership is practiced?
- positive behavior
- competence and commitment is developed
225.2
Name 3 ways the organization benefits when the Situational Leadership model is followed?
- training and development is more organized
- production is easier to manage
- work-center is more efficient
226.1
The first objective of this is to provide appropriate and effective performance feedback? The second is to provide a long term record of subordinate performance for use in making personnel management decisions.
performance management
227.1
This will help you to deal with your subordinates because you know how you are going to respond to likely situations in your work center?
knowing yourself
227.2
This can help to prevent problems such as boredom or complacency, by putting the right people into the right job?
matching interests w/ jobs
228.1
This is activity oriented rather than result oriented? This is a limitation because something else, feedback, must be used to address the results expected.
job descriptions
228.1
A limitation of this is that subordinates may see it as defining the limits of their job often refusing to do anything not listed?
job description
228.2
Name 3 traits of performance standards?
- specific
- observable
- measurable
228.3
This will allow an evaluator to gain a more accurate picture to make decisions on? It makes it easier to provide effective feedback because the supervisor will have the information.
determining a subordinate's behavior
228.4
These bring bias, close mindedness, and logical errors into an actual evaluation? They essentially result in an unclear, inaccurate evaluation of the subordinate's performance.
pitfalls
229.1
This helps to start a new relationship off right? It provides the expectations and standards in which a subordinate will be measured by.
preventative feedback
229.1
This type of feedback sets the subordinate up for success by helping him adjust to his new environment?
preventative feedback
229.3
When should you refer your subordinate to other people or other agencies for follow-up feedback?
when problem is to much for you or you don't know enough about issue
230.1
The main focus of this is how well the person is doing in regards to assigned tasks and fulfilling the elements defined in the job description?
performance feedback
230.1
This serves to address job performance as well as items such as personal issues, discipline problems, and career decisions?
counseling
230.2
This is often the preferred method of counseling?
nondirective counseling approach
230.2
This counseling approach is often preferred because it puts the responsibility for a solution on the shoulders of the subordinate?
nondirective counseling approach
230.2
This counseling approach is effective because if conducted properly, results in a higher level of open, honest communication? The commitment of the subordinate is greatly increased because they often take pride in ownership of the solution that was developed.
nondirective counseling approach
230.3
What does effective counseling strengthen?
organizational effectiveness
230.3
This is the vehicle that provides guidance and direction for the subordinate resulting in them becoming a more well rounded and fully developed member of the AF?
effective counseling
230.3
This fosters teamwork and opens the line of communication necessary for a solid supervisor-subordinate relationship?
counseling
231.1
You can improve your subordinate by doing this to develop a good foundation of motivation?
building on their strengths
231.1
This helps to minimize and eliminate weaknesses in the subordinate?
building on strengths
231.2
This is helpful because it prevents complacency and boredom?
job rotation
231.2
This helps you to make full use of your subordinates because they are able to learn about more areas within the work center and their career field?
job rotation
231.3
Name 2 things you should consider as a supervisor to improve the situation while developing an improvement plan?
- make sure you're not over or under supervising
- maintain situational awareness
232.1
What are the 4 change levels?
- knowledge
- attitudinal
- behavioral
- group/organizational
232.1
A process as simple as reading a publication, manual or AFI can affect change at this level?
knowledge level
232.1
This level of change involves the adoption of a positive feeling for the task at hand?
attitudinal change
232.1
Change at this level is demonstrated through observable behavior?
behavioral level
232.1
This level of change is the most difficult, since it often involves the alteration of long-standing and deeply engrained customs and traditions?
group/organizational change
232.2
At this change level, you are responsible for effecting changes in a multitude of people?
group/organizational change
233.1
What are the 2 change cycles?
- directive
- participative
233.1
This change cycle is from the top/down approach?
directive
233.1
This change cycle is from the bottom/up approach?
participative
233.2
Name a disadvantage of using the wrong change cycle?
demotivation
234.1
What are the 3 roles during the change process?
- change sponsor
- change agent
- change target
234.1
During the change process, this is the individual responsible for initiating the change and supervising it through each of the 3 processes?
change sponsor
234.1
During the change process, this is the individual responsible for implementing change within a specific group?
change agent
234.1
During the change process, this is the individual undergoing the change?
change target
234.2
What are the 4 organizational norms?
- technology norm
- structure norm
- people norm
- task norm
234.2
This organizational norm includes computers, test equipment, weapons systems, and more?
technology norm
234.2
This organizational norm includes general procedures, job steps, checklists, and more?
task norm
234.2
This organizational norm includes technical or leadership training, new jobs, and more?
people norm
234.2
This organizational norm includes admin procedures, evaluation systems, and more?
structure norm
234.3
This core value encourages faith in the system?
service before self
234.3
This core value encourages responsibility and loyalty?
integrity first
234.3
This core value encourages a quality effort?
excellence in all we do
234.4
What are the 3 stages in the change process?
- unfreezing
- changing
- refreezing
234.4
This stage in the change process creates a need for change?
unfreezing
234.4
This stage in the change process involves moving the four organzational norms from the old state to the new?
changing stage
234.4
This stage in the change process completes the process by locking-in the expected outcomes?
refreezing stage
234.5
What responsibility does an NCO have to each subordinate during the change process?
creating a positive atmosphere
235.1
What are the 6 steps of problem solving?
- recognize the problem
- gather data
- list possible solutions
- test possible solutions
- select best solution
- implement and follow-up
235.3
What 2 techniques may you use to generate a list of solutions?
- brainstorming
- creative thinking
235.3
This is a very effective technique used to generate many possible solutions to a problem in a very short period of time?
brainstorming
235.3
This promotes freethinking of ideas by changing or recombing old ideas into new possible solutions to problems?
creative thinking
235.4
How do you know if a possible solution is feasible?
- resources are available
- authority to implement
235.5
What should you do if you have more than one feasible and acceptable solution to a problem?
get input from others and/or combine ideas
235.6
In what 2 ways does your use of the 6 step approach to problem solving impact you as a supervisor?
- better able to resolve problems
- gives you experience
236.1
According to Hersey, Blanchard and Johnson, what 3 skills are indicated as being requisite to leadership?
- diagnosing
- adapting
- communicating
236.2
What 2 key aspects should you focus on when you are diagnosing an organization?
- status of the people
- status of the environment
236.3
What 4 categories are used by the Marines to gain a complete picture of the status of its people?
- morale
- esprit de corps
- discipline
- proficiency
236.4
As a leader, what 2 areas must you look at when assessing the organizational environment?
- resource availability
- leadership actions
236.5
This type of leader exhibits a high task, low relationship style?
authoritarian leader
236.5
This type of leader tends to be autocratic and rigid, allowing for little deviation from the schedule?
authoritarian leader
236.6
This type of leader exhibits a high task, high relationship style?
team leader
236.6
This type of leader isn't afraid to dive right in and usually leads by example?
team leader
236.6
What are the 4 types of leaders?
- team leader
- authoritarian leader
- impoverished leader
- country club leader
236.7
This type of leader exhibits a low task, low relationship style?
impoverished leader
236.7
This type of leader is notorious for delegating, then disappearing, leaving subordinates to fend for themselves?
impoverished leader
236.8
This type of leader exhibits a low task, high relationship style?
country club leader
236.8
This type of leader uses reward power as the motivating force?
country club leader
237.1
What are the 2 categories of leadership power?
- personal
- position
237.2
What are the 4 types of position power?
- coercive power
- connection power
- legitimate power
- reward power
237.2
This type of power is founded in your authority to use sanctions in response to poor performance?
coercive power
237.2
This type of power is based on your association w/ influential people or organizations?
connection power
237.2
This type of power involves your ability to provide things people like?
reward power
237.2
This type of power is based on the perception that you should make certain decisions based on your title, role or position?
legitimate power
237.3
What AFI states that NCOs are delegated authority necessary to exercise leadership commensurate with their rank and responsibility?
AFI 36-2618, The Enlisted Force Structure
237.4
What are the 3 types of personal power?
- referent power
- information power
- expert power
237.4
This type of personal power is determined by how your followers feel about interacting with you?
referent power
237.4
This type of personal power is your access to or possession of useful info and your ability to provide and explain the info at the time it's needed?
information power
237.4
This type of personal power is based on your education and experience displayed through your technical and professional expertise?
expert power
238.1
What are 3 key attributes of a role model?
- integrity
- commitment
- mentoring
238.2
What term is used to describe a supportive relationship, where a senior member of an organization counsels, coaches, teaches and provides feedback to a junior member? What is the term used to describe the junior member?
- mentor
- protege
239.1
Technical proficiency, as a leadership tenet, is most closely related to which AF core value?
excellence in all we do
239.2
During what 3 times should you understand the capabilities and limitations of your organization?
- when developing objectives
- when creating priorities
- when assigning tasks
240.1
What 2 categories is planning divided into?
- strategic
- operational
240.2
This planning category will most likely be used by NCOs on a daily basis?
operational
240.3
What are the 5 steps in the planning process?
- analyze the mission
- establish goals
- identify alternatives
- select best alternative
- implement plan
240.4
Name 2 organizational levels at which you'll manage budgets w/ varying degrees of control?
- responsibility center
- cost center
240.4
This is an organizational department under the direct supervision of a single individual solely responsible for its activities?
responsibility center
240.4
This is an organizational department where supplies are used, is usually the flight or work center in an organization?
cost center
240.5
This organizational document lists the people assigned, projects losses and gains, and accurately reflects the Unit Manning Document?
Unit Personnel Management Roster
240.6
This document tells you the number of people authorized, the AFSCs, position numbers and total number assigned to your work center?
Unit Manning Document
240.7
What are the primary professional development programs for enlisted people?
Professional Military Education Courses (PME)
241.1
This is the process of dividing work into manageable sections and coordinating the results to serve a purpose?
organizing
241.2
What are the 3 approaches to job design?
- job rotation
- job enlargement
- job enrichment
241.3
This is the practice of periodically shifting workers through a set of jobs in a planned sequence?
job rotation
240.4
This is the process of upgrading the job-task mix in order to increase the potential for growth, achievement, responsibility and recognition?
job enrichment
241.5
This is the allocation of a wider variety of similar tasks to a job in order to make it more challenging?
job enalrgement
242.1
In this function, organizational activities are regulated so that the elements of performance remain within acceptable limits?
controlling function
242.2
What are the 4 steps in the controlling process?
- establish standards of performance
- measure actual performance
- compare performance standards
- evaulate performance and take action
243.1
This involves harnessing our personal and professional traits to influence others to accomplish the mission?
leading
243.2
This requires vision and the ability to communcate that vision to other people?
effective planning
243.3
This requires an understanding of the organizational structure and an ability to convince your people that cross utilization is best for them and the AF?
effective organizing
243.4
This requires an understanding of performance standards as they pertain to mission accomplishment and an ability to see what kind of controlling mechanisms are best?
effective controlling
243.4
What 3 relationships is the balance between over-control and under-control based on?
- people
- mission
- situation
244.1
These are actions taken by an individual to deprive a person or group of a right becasue if color, national origin, race, religion or sex?
personal discrimination
244.1
What 4 ways can personal and systemic discrimination occur?
- overtly
- covertly
- intentionally
- unintentionally
244.2
These are actions taken by an institution or system that, through its policies or procedures, deprive a person or group of a right because of color, national origin, race, religion or sex?
systemic discrimination
244.3
In what 3 ways can sexual harassment occur?
- verbal
- nonverbal
- physical
244.4
This serves as a catalyst for conflict? The person feels motivated because his or her inhibitions are lowered and they often act irresponsible on underlying prejudices?
alcohol
245.1
This is greatly reduced when discriminatory acts are taking place because people feel frustrated , helpless and unaccepted?
morale
245.1
What 3 things suffer because of human relation incidents?
- discipline
- motivation
- group cohesion
245.2
How does human relations incidents impact productivity?
people perform poorly or not at all
247.1
By managing this properly, you allow individuals to reach their fullest potential while in pursuit of mission objectives?
diversity
247.2
This is a composite of ratial, gender, ethnic, national origin, cultural, attitudinal, socio-economic and personal differences?
diversity
248.1
What are the 4 steps in managing diversity?
- learn to understand and respect differences
- promote assertive in subordinates feelings
- learn how others want you to treat them
- act as a force for acceptance of diversity
248.2
What are the primary dimensions of diversity comprised of? Give 3 examples?
- genetic characteristics over which we have no control

age
race
gender
248.2
What are the secondary dimensions of diversity comprised of? Give 3 examples?
- characteristics of which we have control over

education
income
religion
248.3
Name 5 barriers that hinder acceptance of diversity?
- personal bias
- stereotyping
- prejudice
- discrimination
- collusion
248.4
This can be managed by encouraging open and honst communication?
diversity
248.5
Name 3 ways we can embrace diversity?
- being open minded
- listen
- ask questions
249.1
Name 5 negative effects of poor diversity management?
- decreased productivity
- conflict
- faulty communication
- favoritism
- disatisfaction
249.2
Name 4 positive effects of effective diversity management?
- reduced conflict
- teamwork
- enhanced relationships
- increased productivity, innovation, and creativity
249.3
How does embracing diversity impact the work center?
exposes new insight and ways to do things
254.1
This plays an important role as the liaison between the media and the base?
Public Affairs
254.1
Whose job is it to balance needs of the unit in terms of security of info along w/ fair and equal access by the media?
Public Affairs
254.1
Who keeps the base populace informed and helps to organize programs to interact w/ local community?
Public Affairs
255.1
The objective of this is to responsibly manage the irreplacable natural and cultural resources it holds in public trust?
AF Environmental Program