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1. Q. What does ADP 6-22 cover?
A: Army Leadership
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2. Q. What is an Army Leader?
A: An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals.
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3. Q. What is Leadership?
A: Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.
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4. Q. What is toxic leadership?
A: Toxic leadership is a combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance.
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5. Q. What do Toxic Leaders consistently use dysfunctional behaviors to do?
A: deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves
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6. Q. Can a Toxic Leader still achieve results?
A: Yes, but only Short Term results where followers respond to the positional power of their leader to fulfill requests
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7. Q. Which Leader competency categories does a Toxic Leader ignore when getting short term results?
A: Leading and Developing Soldiers
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8. Q. What will Toxic or Negative Leadership effect in Followers?
A: undermines the followers’ will, initiative, and potential and destroys unit morale
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9. Q. What are the two Characteristics of a Toxic Leader?
A: operates with an inflated sense of self-worth and from acute self-interest
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10. Q. 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?
A: Personal Courage
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11. Q. What type of leader will learn from each decision and action; with guidance from superiors, the leader will grow in confidence?
A: A Self-Aware Leader
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12. Q. What type of Leaders have the psychological and physical capacity to bounce back from life’s stressors to thrive in an era of high operational tempo and persistent conflict?
A: Resilient and fit leaders
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13. Q. What is “Command”?
A: the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions
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14. Q. What is “Mission Command”?
A: 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 in the conduct of unified land operations
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15. Q. What Army Regulation specifically charges commanders to perform functions such as establishing a positive climate,caring for the well-being of Soldiers, properly training their Soldiers and developing subordinates’ competence?
A: AR 600-20
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16. Q. What is AR 600-20?
A: Army Command Policy
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17. Q. What are the three Levels of Leadership?
A: Direct; Organizational; Strategic
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18. Q. What is the Direct Level Leadership?
A: ability to apply competencies at a proficient level
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19. Q. What is the Organizational Level Leadership?
A: apply competencies to increasingly complex situations
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20. Q. What is the Strategic Level Leadership?
A: Shape the military through change over extended time
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21. Q. What are the four Special Conditions of Leadership?
A: Formal; Informal; Collective; Situational
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22. Q. What are the three Leader Attributes?
A: Character; Presence; Intellect
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23. Q. What are the three Leader Competencies?
A: Leads; Develops; Achieves
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24. Q. What is Character?
A: the essence of who a person is, what a person believes, how a person acts
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25. Q. What year was the Army’s First Leadership Doctrine Published?
A: 1948
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26. Q. What does a Leader taking care of people involve?
A: creating and sustaining a positive climate through open communications, trust, cohesion, and teamwork
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27. Q. Should every good Army Leader also need to be a good Follower?
A: Yes
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28. Q. What are the things that a good Follower must Learn?
A: learning loyalty, subordination, respect for superiors, and even when and how to lodge candid disagreement
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29. Q. How can Leaders mitigate resistance when trying to influence others?
A: by anticipating what others value, their reactions to influence, their shared understanding of common goals, and their commitment to the general organization or the purpose of the mission and their trust in the organization and the leader
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30. Q. How do Army Leaders build Trust?
A: by being honest and dependable
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31. Q. 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?
A: Personal courage
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32. Q. What is collective leadership?
A: Collective leadership refers to the combined effects and interactions when leaders at different levels synchronize their leadership actions to achieve a common purpose.
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33. Q. Who can demonstrate leadership?
A: Anyone can demonstrate leadership.
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34. Q. What are the three Leadership attributes?
A: Character, Presence and Intellect
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35. Q. What are the three Leadership competencies?
A: Leads, Develops and Achieves
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36. Q. What is empathy?
A: Empathy is identifying and understanding what others think, feel and believe.
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37. Q. What does Character refer to?
A: the internal identity of the leader
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38. Q. What does Presence refer to?
A: how others see the leader, the leader’s outward appearance, demeanor, actions and words
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39. Q. What does Intellect refer to?
A: the abilities and knowledge the leader possesses to think and interact with others; the mental and social faculties the leader applies in the act of leading
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40. Q. How do Leaders build credibility with their Soldiers?
A: by unwaveringly adhering to applicable laws, regulations, and unit standards build credibility with their subordinates and enhance trust from the American people they serve
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41. Q. What is Building Trust?
A: an important competency to establish conditions of effective influence and for creating a positive environment
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42. Q. What is Actions speak louder than words?
A: 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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43. Q. Why must Leaders Communicate Effectively?
A: Leaders communicate to convey clear understanding of what needs to be done and why
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44. Q. Are Army Leaders expected to influence beyond the chain of command?
A: Yes, involves influencing others when the leader does not have designated authority or while the leader’s authority is not recognized by others, such as with unified action partners
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45. Q. How do Leaders Create a positive environment?
A: A Leader inspires an organization’s climate and culture
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46. Q. What is the Competency Prepares self?
A: encourages improvement in leading and other areas of leader responsibility
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47. Q. Why do Leaders Develop Others?
A: to assume greater responsibility or achieve higher expertise
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48. Q. Why does a Leader Steward the Profession?
A: to maintain professional standards and effective capabilities for the future
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49. Q. When developing subordinates, what should a Leader provide?
A: resources the subordinate needs to succeed, makes expectations clear, and provides positive, meaningful feedback
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50. Q. What does Getting Results require?
A: the right level of delegation, empowerment and trust balanced against the mission
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51. Q. How do Leaders Develop?
A: when the individual desires to improve and invests effort, when his or her superior supports development, and when the organizational climate values learning
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52. Q. What are examples of Formal Systems that provide feedback for Leaders to Develop?
A: evaluation reports, academic evaluation reports, and 360 assessments
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53. Q. What is the quickest opportunity for Leaders to Lear and Develop?
A: when there are challenging and interesting opportunities to practice leadership with meaningful and honest feedback and multiple practice opportunities
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54. Q. What does Leader Development Involve?
A: 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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55. Q. Why is "Military Leadership" unique?
A: because the armed forces grow their own leaders from the lowest to highest levels
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56. Q. What are the four requirements and expectations of character?
A: Army Values; Empathy; Warrior Ethos; Discipline
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57. Q. What are the four requirements and expectations of presence?
A: Military and professional bearing; Fitness; Confidence; Resilience
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58. Q. What are the five requirements and expectations of intellect?
A: Mental agility; Sound judgment; Innovation; Interpersonal tact; Expertise
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59. Q. What are the five requirements and expectations of the lead competency?
A: Leads others; Extends influence beyond the chain of command; Builds trust; Leads by example; Communicates
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60. Q. What are the four requirements and expectations of the develop competency?
A: Creates a positive environment/fosters espirit de corps; Prepares self; Develops others; Stewards the profession
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61. Q. What in the one requirement and expectation of the achieve competency?
A: Gets results
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62. Q. How does leadership develop within an individual?
A: Leadership develops when the individual desires to improve and invests effort, when his or her superior supports development, and when the organizational climate values learning.
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63. Q. What does the leader development process involve?
A: Leader development involves 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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64. Q. How is military leadership unique from civilian or private sector leadership?
A: Military leadership is unique because the armed forces grow their own leaders from the lowest to highest levels. It entrusts leaders to develop professionally and be ready to accept greater responsibility when called upon
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