Back to AF PDG Chapter 10 - Leadership
1. Leadership is the art of influencing and directing people to accomplish the mission. This definition highlights two fundamental elements:
*A. (1) the mission, goal, or task, and (2) the people who accomplish it
B. (1) influencing and (2) directing
C. (1) credibility or stature and (2) authority
D. (1) transmission of goals and (2) maintaining standards
10.2
2. Accomplishing the mission is the primary task of every military organization; everything else must
*A. be subordinate
B. be ignored
C. be assigned equal importance
D. be given more attention
10.2
3. Accomplishing the mission is the primary task of every military organization. However, a successful leader recognizes that people perform the mission and that, without their support,
A. the leader will have to assume more of the work
B. the unit will succeed albeit with less enthusiasm
*C. the unit will fail
D. the leader must change management styles
10.2
4. According to General Fogleman, ________ are the assets that determine our success or failure. If you are to be a good leader, you have to cultivate your skills in the arena of personal relations.
*A. people
B. subordinates
C. Airmen bound by the UCMJ
D. the UCMJ and non-judicial punishment
10.2.
5. Good leaders get involved in their subordinates’ careers. People merely obey arbitrary commands and orders, but they respond quickly and usually give extra effort for leaders who
*A. genuinely care for them
B. are clearly qualified to command
C. are colorful and flamboyant
D. enforce discipline selectively
10.2.1
6. There are no magic formulas when it comes to being a successful leader—leadership is an individual and personal thing. Every leader develops a unique style. The best advice may be to
*A. “be yourself”
B. emulate your supervisor
C. follow your Commander’s example
D. imitate the most successful leader you know
10.4.
7. Air Force standards of conduct, discipline, and customs and courtesies reflect the Air Force’s broad heritage and traditions. Air Force leaders must not only know these standards, but they must also
A. allow for deviation under some circumstances
*B. enforce them
C. realize that everyone is unique and remain flexible
D. be willing to compromise to foster morale
10.5.
8. To “deliver sovereign options for the defense of the United States of America and its global interests—to fly and fight in Air, Space, and Cyberspace” is
A. the oath of enlistment
B. a way of life
C. the Law of Armed Conflict (LOAC)
*D. the Air Force’s mission
10.5.1.
9. The ____________ provides the control and communications necessary to accomplish the mission.
*A. chain of command
B. Air Force system of Air Tasking Orders
C. Automatic Message Handling Service (AMHS)
D. UCMJ
10.5.4.
10. Each level of the chain of command is responsible for a lower level and accountable to all higher levels. The chain cannot work without
A. the authority and framework of the UCMJ
*B. loyalty at every level
C. Air Force core values
D. enforcing standards and discipline
10.5.4.
11. The chain of command provides the control and communications necessary to accomplish the mission. The key principle is
A. to upchannel problems for immediate resolution
B. to resolve problems by gaining support of the highest possible level
*C. to resolve problems and seek answers at the lowest possible level
D. to rely on the upper levels for authority to command
10.5.4.
12. Supervisors must make sure their subordinates meet Air Force standards at all times. Standards of conduct apply
A. both on and off duty
B. in personal behavior
C. in the treatment of others in both military and civilian environments
*D. all of these answers
10.5.5.
13. NCOs must make sure their relationships with coworkers and subordinates do not give the appearance of favoritism or impropriety. Excessive socialization and undue familiarity, real or perceived,
A. increase interaction and teamwork
B. enhance unit communication
*C. degrade leadership
D. foster leadership
10.5.6.
14. Some observers believe that military success depends on effective management, while others insist charismatic leadership is the key to success. In reality,
A. neither are effective without the selective enforcement of standards
*B. a combination of both is essential
C. success depends 100% on sound management principles
D. success depends 100% on charismatic leadership
10.6.2
15. AFPAM 36-2241 explains the roles of leadership and management by examining them in terms of three elements:
A. timing, environment, and enforcement
*B. behavior, personal characteristics, and organizational situation
C. leadership, followership, and participation
D. authority, participation, and motivation
10.6.2.
16. To illustrate the different roles of leadership and management in behavior, ___________ is based on building organizational relations that mesh together like the parts of a timepiece while __________ concentrates on making the hands of the timepiece move so as to display the time of day.
*A. managerial behavior; leadership behavior
B. leadership behavior; managerial behavior
C. personal characteristics; leadership behavior
D. organizational situation; leadership behavior
10.6.2.1.1.
17. The difference between management and leadership is that managers use the management process to control people by pushing them in the right direction while
A. leaders control people by the judicious use of discipline, punishment, and reward
B. leaders use the management process to advance toward the unit's tactical and strategic goals
C. leaders focus on budgets and the acquisition of new skills and qualifications
*D. leaders motivate and inspire people to keep moving in the right direction by satisfying human needs
10.6.2.1.2.
18. According to Bennis's Behavioral Characteristic Comparison, managers administer, maintain, and control while leaders:
*A. motivate, develop, and inspire
B. plan, organize, and execute
C. measure, implement, and review
D. adjudicate, dismiss, and discharge
10.6.2.1.2.
19. In order to be successful, leaders must
A. depend on their charismatic leadership skills only
*B. have a grasp of both management and leadership skills
C. develop either leadership or management skills, but not both
D. focus on concrete management skills only
10.6.2.2.
20. To be successful, an organization needs both leadership and management. A peacetime military can survive with good administration and management up and down the hierarchy, coupled with good leadership concentrated at the top. On the other hand, a wartime force must have
A. good leadership concentrated at the bottom
B. good administration and management concentrated at the bottom
*C. competent leadership at all levels
D. good administration and management concentrated at the top
10.6.2.3.2.
21. Good management brings a degree of order and consistency to key issues like readiness, availability, and sustainment. However, no one has yet figured out how to _______ people into battle. They must be _______.
*A. manage, led
B. lead, managed
C. manage, ordered
D. lead, ordered
10.6.2.3.2.
22. Having a positive attitude is important for leaders because their attitude will be reflected in their
A. annual bonus
B. performance report
C. future assignments
*D. subordinates
10.7.1.
23. The vision for Air Force Smart Operations for the 21st Century (AFSO21) is to establish a continuous process improvement environment in which all Airmen are
A. increasing their academic credentials and advancing their careers
*B. actively eliminating waste and continuously improving processes
C. expanding their skill sets and learning a useful trade
D. actively policing their assigned dormitories and living spaces
10.8.
24. The vision for AFSO21 is to establish a continuous process improvement environment in which all Airmen are actively eliminating waste and continuously improving processes. These improvements must be centered around
A. improvements in energy consumption levels
B. the adoption of alternate fuel technologies
*C. the core missions Airmen are responsible for conducting
D. the Commander's favorite programs
10.8.
25. Vision is helping people believe they can accomplish their goals and move toward a better future as a result of their own efforts. Vision must be specific enough to provide real guidance to people but
A. should not be logical, deductive, or plausible
B. tailored so that it confines the parameters of the goal to the leader's idea
*C. unbounded enough to encourage initiative and demonstrate relevancy to a variety of conditions
D. focus only on the present
10.8.1.2.
26. Even a clearly articulated and achievable vision may flounder if appropriate resource management and leadership practices do not accompany it. What is crucial about the vision is not its originality but
A. its funding, initial and recurring
B. how well it is received by the organization members
C. its utter audacity and ambitious nature
*D. how well it serves mission requirements, strategic goals, and the Air Force as a whole
10.8.3.
27. A vision that meets the organization’s needs at the time of implementation is unlikely, over time, to be applicable without changes. The vision-forming process should be
A. on a regular schedule
*B. continual
C. a one-time action
D. an annual option
10.8.4.
28. ___________ is a force that energizes people and provides responsibility, ownership, and control over the work they perform.
A. Delegation
*B. Empowerment
C. Enthusiasm
D. Vision
10.9.1.
29. The military is traditionally an authoritarian organization because the need for rapid decision making and crisis response necessitates
A. a libertarian approach to solicitation and management
B. considerable skill at organizing voting by members on all issues
C. forming committees to discuss and arrive at a consensus
*D. a traditional hierarchical framework
10.9.2.1.
30. The role of the leader in fostering growth is to
*A. identify and analyze knowledge and improvement opportunities
B. tell employees what to do to improve
C. avoid recognizing individual success or achievement at the expense of the group
D. adopt a laissez-faire style of leadership
10.10.2.2.
31. An important milestone in any subordinate’s development process is
*A. to experience a significant challenge early in his or her career
B. when he or she realizes they won't be trusted with a significant problem
C. when he or she receives their first order from a superior
D. the first time a risk is successfully avoided
10.10.3.2.
32. To learn and improve, people need to be encouraged to try new things. A fundamental aspect of empowerment is acknowledging the right to
A. succeed
*B. fail
C. procrastinate
D. violate regulations
10.10.4.1.
33. Integrity is the willingness to do what is right even when no one is looking. Integrity is
A. the "moral compass", the inner voice, the voice of self-control
B. the basis for the trust imperative in today’s Air Force
C. the single most important part of character
*D. all of these answers
10.12.1.