SOS Block 1

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  1. Describe actions which are part of “Personal Excellence”.
    “Military professionals must seek out and complete professional military education, stay in physical and mental shape, and continue to refresh their general educational backgrounds.”
  2. What is integrity?
    the willingness to do what is right even when no one is looking.”
  3. Who commissions us?
    We are commissioned by the President
  4. What are the three main components of leadership in the Air Force?
    core values, competencies, and actions
  5. Define “Tactical Leadership”.
    knowing the technical and tactical competence of individual Airmen
  6. What is leadership?
    Leadership is the art and science of influencing and directing people to accomplish the assigned mission.
  7. Describe how leadership affects the mission.
    The leader’s primary responsibility is to motivate and direct people to carry out the unit’s mission successfully.
  8. Define “Leading from the Rear”
    a robust on the job training program
  9. Leaders/Officers should consider being ethical in their private and professional lives. –These are based off values and ethics which are part of one’s personal convictions.
    • “Personal convictions form the most effective basis for moral and ethical behavior.” (Personal Ethics Verses Professional Ethics pg 32)
    •  “Personal convictions develop from family, community, education, religious/spiritual upbringing, and peer influence.” (Personal Ethics Verses Professional Ethics pg 32)
  10. Effective leadership is getting ordinary people do extraordinary things. –Leaders should also convince their teams that what they are doing is important.
    the essence of leadership—getting ordinary people to do extraordinary things

    Good leaders must convince their teams that what they’re doing is important.
  11. Managers are “Organizational Engineers” who use problem-solving skills to achieve group goals.
    Managers are often viewed as “organizational engineers” who apply rational problem solving, use objective technical criteria, and manipulate standardized building blocks in organizations to achieve well-known goals.
  12. Effective leadership patterns vary from situation.
    For a leader to be continuously effective over time and in different situations, the leader’s behavior must vary with the situation.
  13. “Contingency” refers to Leadership behaviors that vary between situational and follower characteristics.
    meaning that the most effective leadership behavior depends on the situation
  14. Describe “Participative Leadership Behavior”.
    involve followers in the decision-making processes
  15. Define Power/Authority/Influence
    Power:  considered the ability of one person to cause another person to do something

    Authority:  a type of power; a legitimate right to require another person to do something;  the individual with authority holds a certain position

    Influence:  use of power or power in action
  16. What is Hersey and Blanchard’s Situational Leadership theory based off of?
    four possible combinations of task-oriented and relationship oriented behavior

    • Quadrant 1 (Telling) represents a high-directiveness, low-supportiveness style of leader behavior.
    • Quadrant 2 (Selling) represents a high-directiveness, highsupportiveness style of leader behavior.
    • Quadrant 3 (Participating) represents a lowdirectiveness, high-supportiveness leadership style.
    • Quadrant 4 (Delegating) is characterized by a low-directiveness, low-supportiveness style of leader behavior. 
  17. Describe the Group-Oriented decision making process.
    • Group oriented decision processes
    • Posing problems to the group
    • Searching for mutual interests in problem solving
    • Encouraging participation by all group members
    • Searching for and displaying alternatives
    • Delaying evaluation until all alternatives are found
    • Encouraging evaluation of all alternatives
    • Combining advantages of alternatives to create solutions
  18. Describe what leadership qualities are still important today.
    • Conspicuousness
    • Courage
    • Example
    • Integrity
    • Broad Vision
    • Sense of Responsibility
    • Creative Thinking Harnessing Leisure
    • Modesty
    • Meditation
    • Group Dynamics
    • Motivation
    • Discipline
  19. Where is a “servant-leader” found?
    A servant-leader can be found in the “trenches”
  20. How can leader prepare for the servant-leader role?
    . By exhibiting the quality of dynamic subordinacy, the great leaders are better prepared for the servant-leader role.
  21. What is the best opportunity for learning about your troops?
    and the best opportunity was found “in his backyard”—at the training grounds for all Air Force enlisted personnel.
  22. Understand what principle-centered leadership is.
    • Principle-centered leaders cultivate a garden of cooperation, fairness, roles, and vision.
    • Principle-centered leaders identify with and exhibit the Seven Habits. These habits of being proactive—beginning with the end in mind; putting first things first; thinking win-win; seeking first to understand; then to be understood; synergizing; and sharpening the saw—move a person from a paradigm of dependence to one of interdependence.
  23. Be a “paradigm-buster/visionary” for paving the way for the future.
    People with vision possess that unique ability to see beyond the present—the here and now. They are forward-thinking and constantly test the boundaries of contemporary thought and practice. They think “outside the box,” but in such a way as not to lose their perspective on reality. They become the “paradigm busters”—constantly looking for better ways to do business. The visionary leaders despise the status quo and hate the “we’ve always done it that way” syndrome. They take action and challenge others to do likewise. In fact, the more you tell persons of vision “can’t,” the more they pulsate “can” and “will” and “must.””
  24. Writing and Speaking: Communication is vital for clarifying mission objectives, expectations, and values/ethics to subordinates.
  25. Leadership: Leaders need to model moral and physical courage.
  26. Leaders who receive too much “positive” feedback from their leaders and followers it can become dysfunctional.
  27. What is Gen Curtis LeMay’s one word definition of Leadership?
  28. Values should match Ethics
    “"Values are what we, as a profession, judge to be right." Individually or organizationally, values determine what is right and what is wrong, and doing what is right or wrong is what we mean by ethics. To behave ethically is to behave in a manner consistent with what is right or moral.”
  29. Mets’ 21st century leadership model/Fodder
    Need to study
  30. “Discipline, Judgment, and Training” must be displayed by all Air Force leaders.
  31. The purpose of performance reports is to provide an official record of an individual’s performance and performance-based potential.
  32. Based on individuals in the letter, an individual failed to meet standards which needed to be reflected in the performance report.
  33. Failure to ensure accountability in every day duties will destroy the trust of the American people.
  34. Accountability is the best way to internalize core values.
    holding others accountable for what they do or don’t do and accepting accountability for our own action or inaction
  35. The only thing worse than refusing to accept responsibility is by Lying (or not telling whole truths).
    “Worse than refusing to accept responsibility is lying.
  36. We should be most loyal to our core values.
    we need to think in terms of loyalty to our core values
  37. Six Cardinal Rules of Accountability: Recognize importance of the six rules of accountability.
    • Accountability starts at home
    • Know to whom and what to be loyal
    • Accountability means knowing who to blame
    • Confession is good for the soul
    • Be consistent Accountability is forever
  38. Short-term debt could be a problem for a lot of new officers and enlisted personnel/possibly civilians.
  39. An ethical element of projecting military force involves whether achieving our goals by military force is in keeping with America’s fundamental respect for human life.
    The ethical element involves a judgment as to whether achieving our goals by military force is in keeping with America's fundamental respect for human life
  40. Should political or economical compromises fail over a dispute, war would be the last resort.
    we had an ethical responsibility to exhaust all possibilities for a peaceful resolution: to make war the last resort and not the first resort.
  41. Define the “Glass ceiling”.
    The strong tendency to favor men over women in filling high-level leadership positions has been referred to as the glass ceiling.
  42. Gen Fogleman retired because he could no longer be an effective leader.
    he had come to believe that he could no longer serve effectively as chief of staff
  43. Work/Balance: The purpose of the work/life survey is to assess whether an organization is prepared for a work/life initiative.
  44. Work/Balance: When work and home life demands are in balance that is called “equilibrium”.
  45. King Henry’s troubles arose from failing to develop what we call today an ethical command climate.
    Henry’s troubles arose largely from his own failure to develop what we call today an ethical command climate.
  46. Describe the general idea behind “Ollieism”.
    the problem of subordinates acting unethically or illegally to get a job done or please the boss and their leaders failing to take steps to discourage such behavior
  47. “Faulty leadership” occurs during wartime when such unethical behaviors go unnoticed or are condoned to achieve mission objectives; more in wartime than peacetime.
  48. A legal question behind the Iran-Contra scandal was covertly selling arms to Iran to gain release of hostages.
    The principal legal questions surrounding the Iran-Contra affair have centered around three main topics. First, was covertly selling arms to Iran to gain release of the hostages held by Iranian-influenced groups in the Middle East. Second, was diverting profits from these sales and soliciting private funds by members of the Reagan Administration to aid the Nicaraguan resistance. Finally, was building a web of deceit to keep the US Congress in the dark about both the Iran and Contra initiatives.
  49. “Make it happen” attitudes can often foster unethical gamesmanship among subordinates.
    Such “make it happen” leadership often fosters unethical gamesmanship among subordinates
  50. Darker Shades of Blue: Mission accomplishment will be hurt if leaders are not accountable. Communication is vital to prevent disasters
    Darker Shades of Blue: A culture of too much compliance could cause disasters.
  51. Values determine what is right and wrong; Ethics is doing what is right and wrong.
Card Set:
SOS Block 1
2013-06-13 17:31:51
SOS Block

SOS Block 1
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