Leadership

Front 1

What FM covers Army Leadership (Competent, Confident, and Agile)?

Back 1

FM 6-22

Front 2

What Army Field Manual is called "Training The Force"?

Back 2

FM 7-0

Front 3

Define Leadership.

Back 3

Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
(FM 6-22 Oct 2006 / A-1 / PDF 145)

Front 4

What is purpose?

Back 4

Purpose gives subordinates the reason to act in order to achieve a desired outcome.
(FM 6-22 Oct 2006 / 1-8 / PDF 12)

Front 5

What is direction?

Back 5

Providing clear direction involves communicating how to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard.
(FM 6-22 Oct 2006 / 1-10 / PDF 12)

Front 6

What is motivation?

Back 6

Motivation supplies the will to do what is necessary to accomplish a mission.
(FM 6-22 Oct 2006 / 1-12 / PDF 12)

Front 7

Describe the "Be, Know and Do".

Back 7

Army leadership begins with what the leader must BE, the values and attributes that shape a leader's character. Your skills are those things you KNOW how to do, your competence in everything from the technical side of your job to the people skills a leader requires. But character and knowledge while absolutely necessary are not enough. You cannot be effective, you cannot be a leader, until you apply what you know, until you act and DO what you must.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)

Front 8

What are the three principal ways that leaders can develop others through which they provide knowledge and feedback?

Back 8

1. Counseling
2. Coaching
3. Mentoring
(FM 6-22 Oct 2006 / 8-67 / PDF 216)

Front 9

A leader's effectiveness is dramatically enhanced by understanding and developing what areas?

Back 9

1. Military Bearing
2. Physical Fitness
3. Confidence
4. Resilience
(FM 6-22 Oct 2006 / 1-7 / PDF 12)

Front 10

What is military bearing?

Back 10

Projecting a commanding presence, a professional image of authority.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)

Front 11

What is physical fitness?

Back 11

Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolonged stress.
(FM 6-22 Oct 2006 / 2-7 / PDF 16)

Front 12

What is confidence?

Back 12

Projecting self-confidence and certainty in the unit's ability to succeed in whatever it does; able to demonstrate composure and outward calm through steady control over emotion.
(FM 6-22 Oct 2006 / A-2 / PDF 145)

Front 13

What is resilience?

Back 13

Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.
(FM 6-22 Oct 2006 / 5-3 / PDF 51)

Front 14

What are the three core domains that shape the critical learning experiences throughout Soldiers' and leaders' careers?

Back 14

1. Institutional training.
2. Training, education, and job experience gained during operational assignments.
3. Self-development.
(FM 6-22 Oct 2006 / 8-53 / PDF 89)

Front 15

What are the Leader Actions?

Back 15

1. Influencing - getting people (Soldiers, Army civilians, and multinational partners) to do what is necessary.
2. Operating - the actions taken to influence others to accomplish missions and to set the stage for future operations.
3. Improving - capturing and acting on important lessons of ongoing and completed projects and missions.
(FM 6-22 Oct 2006 / 1-7 / PDF 12)

Front 16

What are the three levels of leadership?

Back 16

1. Direct - Direct leadership is face-to-face, first-line leadership.
2. Organizational - Organizational leaders influence several hundred to several thousand people. They do this
indirectly, generally through more levels of subordinates than do direct leaders.
3. Strategic - Strategic leaders include military and DA civilian leaders at the major command through Department
of Defense levels. Strategic leaders are responsible for large organizations and influence several thousand to
hundreds of thousands of people.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)

Front 17

What are the Army Values?

Back 17

Loyalty
Duty
Respect
Selfless Service
Honor
Integrity
Personal Courage
(FM 6-22 Oct 2006 / 2-7 / PDF 16)

Front 18

Attributes of an Army leader can best be defined as what an Army leader is. What are the attributes of an Army leader?

Back 18

1. A leader of character
2. A leader with presence
3. A leader with intellectual capacity
(FM 6-22 Oct 2006 / A-2 / PDF 145)

Front 19

Core leader competencies are what an Army leader does. What are the core leader competencies?

Back 19

1. An Army leader leads
2. An Army leader develops
3. An Army leader achieves.
(FM 6-22 Oct 2006 / A-2 / PDF 145)

Front 20

Why must leaders introduce stress into training?

Back 20

Using scenarios that closely resemble the stresses and effects of the real battlefield is essential to victory and survival in combat.
(FM 6-22 Oct 2006 / 10-43 / PDF 113)

Front 21

What are intended and unintended consequences?

Back 21

Intended consequences are the anticipated results of a leader's decisions and actions.
Unintended consequences arise from unplanned events that affect the organization or accomplishment of the mission.
(FM 6-22 Oct 2006 / 9-12 / PDF 100)

Front 22

What is communication?

Back 22

A process of providing information
(FM 6-22 Oct 2006 / 7-87 / PDF 78)

Front 23

Name the two barriers of communications

Back 23

1. Physical
2. Psychological

Front 24

Name some physical barriers of communication

Back 24

Noise of battle
Distance

Front 25

What is counseling?

Back 25

Counseling is the process used by leaders to review with a subordinate the subordinate's demonstrated performance and potential.
(FM 6-22 Oct 2006 / B-1 / PDF 157)

Front 26

What are the three major categories of developmental counseling?

Back 26

1. Event counseling
2. Performance counseling
3. Professional growth counseling
(FM 6-22 Oct 2006 / B-3 / PDF 157)

Front 27

Character is essential to successful leadership. What are the three major factors that determine a leader's character?

Back 27

1. Army Values
2. Empathy
3. Warrior Ethos
(FM 6-22 Oct 2006 / 2-15 / PDF 18)

Front 28

What are the 7 steps to problem solving?

Back 28

1. ID the problem
2. Gather information
3. Develop criteria
4. Generate possible solutions
5. Analyze possible solutions
6. Compare possible solutions
7. Make and implement the decision
(FM 5-0 Jan 2005 / 2-23 / PDF 46)

Front 29

What is reverse planning?

Back 29

Reverse planning is a specific technique used to ensure that a concept leads to the intended end state. (FM 6-22 Oct 2006 / 9-18 / PDF 101)

Front 30

To assess subordinates, leaders you must-

Back 30

Observe and record subordinates' performance in the core leader competencies.
Determine if the performances meet, exceed, or fall below expected standards.
Tell subordinates what was observed and give an opportunity to comment.
Help subordinates develop an individual development plan (IDP) to improve performance.
(FM 6-22 Oct 2006 / 8-59 / PDF 90)

Front 31

What are the team building stages?

Back 31

1. Formation
2. Enrichment
3. Sustainment
(FM 6-22 Oct 2006 / 8-97 / PDF 216)

Front 32

Name some things in a unit that affect morale

Back 32

Mess
Military justice
Mail
Supply
Billets

Front 33

What are beliefs?

Back 33

Beliefs derive from upbringing, culture, religious backgrounds and traditions.
(FM 6-22 Oct 2006 / 4-59 / PDF 46)