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80 Cards in this Set
- Front
- Back
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What is the JOHARI Window? |
Used to depict leadership personality, not overall personality. Leadership personality equals self perception plus perception of others. |
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Name the FOUR panes of the JOHARI window. |
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In the Johari window what pane is described as the area that is known to self and also known to others in any specific organizational setting? |
Public |
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In the Johari window what pane is described as the area that is unknown to self ( the leader), but is known to others? |
Blind Spot |
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In the Johari window what pane is described as the area known to self but unknown to others? |
Facade |
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In the Johari window what pane is described as the area unknown to self and unknown to others? |
Unknown |
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What are the two processes that can affect the configuration of the Johari window? |
Feedback and Disclosure |
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What happens to the Johari window when relative feedback is given? |
The public arena of a leader begins to extend into and displace the blind area making the leaders blind spot smaller. |
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What happens to the Johari window when disclosure occurs the leader? |
The more the public arena opens into the private arena and the smaller that facade becomes. |
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What are the three levels of expertise a leader needs for effective development of human skills? |
1. Understand past and current behavior 2. Be able to predict behavior 3. Learn to direct, change, and influence behavior |
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What is the definition of behavior? |
Goal oriented. Desire to attain a specific result. |
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What is the definition of activity? |
The basic unit of behavior. All behavior is a series of activities. |
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What is the definition of goals? |
Are outside an individual; they are sometimes referred to as "hoped for" rewards toward which motives are directed. |
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What is the definition of motives? |
Needs, wants, drives, or impulses within the individual and are directed toward goals that may be conscious or subconscious. |
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What is the definition of motive strength? |
The need that determines the behavior. The need with the greatest strength at a particular moment leads to activity. |
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Identify what happens to a motive when it is satisfied or blocked. |
A decrease in strength. Satisfied or blocked needs normally do not motivate individuals to further action. |
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Identify the resultant behaviors a person may exhibit when frustrated by non-goal attainment. |
1. Aggression 2. Rationalization 3. Regression 4. Fixation 5. Resignation |
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How are goal directed activities and goal activities related? |
The strongest motive produces behavior that is either goal directed or goal activity. Because not all goals are attainable, individuals do not always reach goal activity, regardless of the strength of the motive. |
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What is the relationships between motives, goals, and activities? |
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What is the expectancy theory? |
In simplified form, felt needs cause behavior, and this motivated behavior in a work setting is increased if a person perceives a positive relationship between effort and performance. |
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Explain how availability affects motives (needs). |
Availability reflects the perceived limitations of the environment. It is determined by how accessible the goals that can satisfy a given need are perceived to be by an individual. |
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What is the definition of leadership? |
An attempt to influence another individual or group. |
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What is the definition of power? |
Power is influence potential-the resource that enables a leader to gain compliance or commitment from others. |
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What is the definition of positional power? |
The extent to which those people to whom managers report are willing to delegate authority and responsibility down to them. |
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What is the definition of personal power? |
The extent to which followers respect, feel good about, and are committed to their leader and to which they see their own goals as being satisfied by the goals of their leader. |
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Discuss the concept of power being a matter of perception. |
The concept of power is that it is not based on the reality of how much power the manager has but rather on the followers' perception of that power. All behavior is based on people's perception and interpretation of truth and reality. |
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Identify the seven power bases. |
Expert Information Referent Legitimate Reward Connection Coercive |
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Discuss which power base might be used at each readiness level. |
High - Expert Information - R4 Moderate - Referent Legitimate Reward- R3/R2 Low - Connection Coercive - R1 |
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Define leadership. |
The process of inducing others to take action toward a common goal. |
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What are the three elements of leadership? |
1. Leadership is a relational concept. 2. Leadership is a process. 3. Leadership requires inducing others to take action. |
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What is transformational leadership? |
Leadership that involves changing the organization (as contrasted with leadership designed to maintain the status quo). Also defined as leadership that involves motivating subordinates to work for so-called "higher-level" goals that allegedly transcend their immediate self-interest |
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What is transactional leadership? |
Leadership that maintains or continues the status quo. Also defined as leadership that involves an exchange process, whereby followers get immediate, tangible rewards for carrying out the leader's orders. |
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Leadership vs. Management |
- The key function of a leader is to establish the basic vision (purpose, mission, overarching goal, or agenda) of the organization. - The key function of a manager is to implement the vision. |
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Identify the motives that fall under the core motive of drive. |
1. Achievement 2. Ambition 3. Energy 4. Tenacity 5. Initiative |
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What is personalized power motive? |
A leader with a personalized power motive seeks power as an end in itself. Such individuals have little self-control and are often impulsive; they focus on collecting symbols of their own personal prestige. |
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What is socialized power motive? |
A leader with a socialized power motive uses power as a means to achieve a desired goal or vision. This motivation is more likely to result in effective leadership. |
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State the knowledge elements of an effective leader. |
1. Technical Expertise 2. Knowledge of organization and industry, gained through experience |
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State the skills of an effective leader. |
1.People skills (listening, oral communication, network-building, conflict management, assessment) 2. Management skills (problem-solving, decision-making, goal-setting. planning) |
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State the abilities of an effective leader. |
Cognitive ability/intelligence |
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What are the tenets of a vision? |
1. Vision statement 2. Formulating the vision 3. Promoting commitment 4. Developing a strategic vision |
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Identify the five guidelines for improving active listening skills. |
1. Listen for the content of the message. 2. Listen for the feelings of the speaker. 3. Respond to the feelings of the speaker. 4. Note the speaker's cues, both verbal and nonverbal. 5. Reflect back to the speaker what you think you are hearing. |
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Identify the five internal channels organizations use to communicate internally. |
1. Specific task directives. 2. Job rationale. 3. Organizational policies and objectives. 4. Performance feedback. 5. Information of an ideological nature. |
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Explain the communication process. |
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Identify the stages of team growth. |
1. Forming 2. Storming 3. Norming 4. Performing |
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What are the three categories of issues common to all groups? |
1.Membership inclusion 2. Influence, control, and mutual trust 3. Getting along, mutual loyalty |
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What are the benefits of learning, understanding, and practicing interpersonal behaviors? |
1. Teamwork 2. A climate of openness and trust 3. A fuller understanding of the subject 4. A greater commitment to the final decision |
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What are group task behaviors? |
Concerned with a group's efforts to define and accomplish its desired outcomes. |
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What are group maintenance behaviors? |
Deal with the group's effort to survive, regulate, grow, and strengthen itself as an effective instrument for achieving its desired outcomes. |
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What are the gate-keeping processes? |
Regulate the flow of group participation by bringing in and shutting out group members. |
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What are the ten group task behaviors? |
1. Proposing 2. Building 3. Information seeking 4. Opinion seeking 5. Information giving 6. Opinion giving 7. Disagreeing 8. Summarizing 9. Testing comprehension 10. Consensus testing |
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What are the five group maintenance behaviors? |
1. Encouraging 2. Harmonizing 3. Performance checking 4. Standard setting 5. Tension relieving |
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Gate opening vs. Gate closing |
Gate opening: Uses a task or maintenance behavior as a means for directly including another individual in the discussion. Gate closing: Uses a task or maintenance behavior as a means for directly excluding another individual from the discussion. |
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What are the four elements needed for a group to be an effective problem-solving group? |
1. A general agreement about the desired state of affairs. 2. Structures & procedures to produce, understand, & use relevant info about the actual state of affairs. 3. Structures & procedures for inventing possible solutions, for deciding upon and implementing the best solution, & for evaluating its effectiveness in having permanently eliminated the problem. 4. Accomplishing the other three activities w/out deteriorating the effectiveness of the group problem-solving capabilities. |
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What is Kurt Lewin's "Force Field Analysis?" |
Provides a framework for problem-solving and for implementing planned change efforts around a wide range of group and organizational issues. |
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What are the rules of brainstorming? |
1. All criticism and evaluation of members' inputs is ruled out. 2. Wild ideas are expected and accepted in the spontaneity that evolves. 3. The quantity of ideas count, not quality. 4 Build on other's ideas when possible. 5. Focus on the issue. 6. Make sure ALL members are heard. 7. Record ALL ideas. |
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What is the five-step problem solving process? |
1. Defining the problem. 2. Diagnosing the problem. 3. Formulating alternative strategies. 4. Deciding upon and implementing a strategy 5. Evaluate the success of the solution and the Group Process |
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How do you define the problem? |
- List a series of concrete statements about the problem that includes the people, places, and the resources involved. - Restate each problem statement to reflect both the actual and the desired state. - Choose those statements the group feels are most representative of the problem. |
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How do you diagnose the problem? |
- Make a list of all helping forces and all hindering forces of any type. Brainstorming is an excellent method of accomplishing this. - Give each force a value from 1 to 5 according to their importance (5 having the most weight.) |
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How do you formulate alternative strategies? |
- Decrease the strength or number of restraining forces. - Increase the strength or number of the helping forces. - A combination of both of the above |
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How do you decide upon and implement the strategy? |
- List the positive values in adopting each alternative. - List the materials and resources needed to implement each alternative. - Evaluate how realistic each alternative is. - Weigh the probabilities of success against the cost of implementation. - Anticipate all barriers to implementation. - Determine in what time sequence the implementation could take place. |
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How do you Evaluate the success of the solution and the Group Process? |
In this step, we want to look at three things: the group process, the implementation process, and the consequences of the implementation |
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When do the Standing Rules of Engagement (SROE) apply? |
During all military operations and contingencies and routine Military department functions...[occurring] outside US territory and territorial seas. Routine Military department functions include AT/FP duties. |
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What amount of force may be utilized in "self-defense?" |
CDR's and individuals are authorized by their unit CO's to use the force necessary to respond decisively and to dissuade further hostile acts or demonstrations of hostile intent. In other words, we do not have to bring a knife to a knife fight. |
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What does SROE stand for? |
Standing Rules of Engagement |
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What does SRUF stand for? |
Standing Rules for the Use of Force |
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SROE vs SRUF |
SROE = outside of the US SRUF =inside the US |
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How many nautical miles from the baseline is the territorial sea? |
12nm |
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How many nautical miles from the baseline is the contiguous zone (law enforcement)? |
24nm |
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How many nautical miles from the baseline is the economic exclusion zone? |
200nm |
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What are the four principles of the Law of Armed Conflict? |
1. Necessity 2. Distinction 3. Proportionality 4. Unnecessary Suffering |
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What are the seven principles in re-balancing the Asia-Pacific? |
1. International Rules 2. Partnerships 3. Presence 4. Force Projection 5.Unity of Effort 6. Strategic Comms 7. Readiness to fight and win. |
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USPACOM: The United States believes that a strong U.S. -________ partnership isessential for peace, prosperity, and both regional and global security.
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China |
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USPACOM is fully committed to maintainingpeace on the Korean Peninsula by effectively working with our allies and otherregional states to deter and defend against ___________ military provocations,weapons proliferation, and illicit trafficking.
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North Korean |
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USPACOM: Among our sharedinterests with other countries and organizations in the region is open access to, _____________________________ ensures the freeflow of commerce and economic development.
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Shared Sea, Air, Space, and Cyberspace Domains.
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What are five key elements to "Assured Presence" with USPACOM? |
1. Posture 2. Forward Presence 3. New Systems and Operating Concepts 4. Addressing Critical Capability 5. Readiness |
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What are five key concepts in "Build Strong Relationships", within USPACOM? |
1. Security Cooperation 2. Multilateral Approaches 3. Senior Leader Engagement 4. Cross-Combatant Command Coordination 5. Other Government Agencies |
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USAPCOM: What is considered to be the cornerstone of U.S. engagement in the region? |
Treaty "Alliances", with Australia, Japan, Republic of Korea, Philippines, and Thailand. |
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U.S. territory in the USPACOM AOR includes:
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Alaska, Hawaii and the territories of GUAM, American Samoa and Commonwealth of the Northern Mariana Islands. |
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USPACOM: We have protectorate obligations with the: |
Federated States of Micronesia, the Marshall Islands and the Republic of Palau. |
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What are Maslow's hierarchy of needs? |
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