Back to AF PDG Chapter 10 - Leadership
34. Preoccupation with leadership often prevents us from considering the nature and importance of followership. Few leaders became successful without first having learned
*A. followership skills
B. how to encourage followership in subordinates
C. to reward subordinates who embrace their roles as followers
D. how to enforce standards
10.13.
35. To be successful, leaders must devote attention to what their subordinates want and expect. Leaders demonstrate belief in their subordinates by
A. maintaining or enhancing their subordinates’ self-esteem
B. listening carefully to their subordinates and responding with empathy
C. asking for their subordinates’ help and encouraging their involvement
*D. all of these answers
10.16.
36. The relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally is known as
*A. mentoring
B. supervision
C. delegation
D. subordination
10.18.
37. Mentoring
A. is a promotion enhancement program
B. helps prepare people for the increased responsibilities they will assume
C. is an ongoing process and not confined to the formal feedback
*D. both B and C
10.19.
38. The primary mentor (coach, counselor, guide, role model) for each of his or her subordinates is
A. the senior member of that person's workcenter or office
*B. the immediate supervisor or rater
C. the unit training manager until a permanent one is assigned
D. normally the sponsor
10.20.1.
39. The immediate supervisor is the primary mentor for each of his or her subordinates. This designation in no way restricts the subordinate’s desire to
A. trade mentors with another Airman
B. turn down an undesired mentor relationship
*C. seek additional counseling and professional development advice from other sources or mentors
D. have two or more mentors compete for the position
10.20.1.
40. Several programs exist to help the commander and supervisor focus attention on a subordinate’s professional development. Among these are
A. performance feedback, professional military education (PME), and academic education opportunities
B. assignment policies, recognition programs, and the individual’s own personal development actions
C. the sponsorship program, Meals on Wheels program, and promotion test preparation clinics
*D. both A and B
10.20.3.
41. There are numerous paths to meet individual career and success goals. However, the individual's primary focus should be on
*A. Air Force institutional needs
B. his or her future employment options
C. his or her discharge date
D. his or her career, first and foremost
10.21.
42. Completion of the Senior NCO Academy by correspondence or in residence and a CCAF degree is the minimum requirement for SNCOs to receive
*A. a senior rater endorsement on their performance reports
B. promotion to Senior Master Sergeant
C. promotion to Chief Master Sergeant
D. consideration for selection as a commissioned officer
10.22.
43. Performance evaluations are an integral part of mentoring and professional development. Performance feedback is designed to
A. document the failures of a process so that alternative paths to success may be achieved
B. facilitate a periodic review of the supervisor's actions and effectiveness as a leader and manager
C. inform the section or workcenter on management policy changes and new events and persuade acceptance
*D. provide a realistic assessment of performance, career standing, future potential, and actions required to reach the next level of professional development
10.24.
44. The ___________ outlines the requirements for promotion selection (SSgt through MSgt) and provides feedback score sheets to enlisted members considered for promotion.
A. Military Assignment System
*B. Weighted Airman Promotion System (WAPS)
C. Air University (AU)
D. Career Field Education and Training Plan (CFETP)
10.25.
45. Selection for promotion to Senior Master Sergeant and Chief Master Sergeant is accomplished using
A. the Weighted Airman Promotion System (WAPS) only
B. a formal interview process with the Secretary of the Air Force or delegate
*C. an integrated weighted and central selection board system
D. a formal interview process with the MAJCOM Commander or staff
10.25.
46. Selection for promotion to SMSgt and CMSgt is accomplished using an integrated weighted and central selection board system. In addition to the weighted score, the central selection board evaluates each individual using
A. their permanent record
B. an electroencephalogram
*C. the “whole person concept”
D. a security clearance investigation
10.25.
47. Selection for promotion to SMSgt and CMSgt is accomplished using an integrated weighted and central selection board system. Board scores are determined by considering:
A. time in grade, time in service, cultural identity, race, and expected future opportunities
B. the rank of the mentor(s), if any, base club membership, arrest record, and number of endorsements
C. flamboyant leadership style, speaking ability, and his or her ability to persuade the panel
*D. performance, leadership, breadth of experience, job responsibility, professional competence, specific achievements, and education
10.25.
48. When an individual becomes eligible for reassignment, the mentor and the individual should both focus on obtaining an assignment that
A. provides a solid path toward personal career goals; Air Force needs are secondary
B. supports advancement; its effect on the Airman's career should be given top priority
C. offers recreational and educational opportunities that benefit the entire family
*D. enhances professional development and meets Air Force needs without necessarily keying on a specific position or location
10.26.
49. Military members are eligible for consideration for various decorations throughout their careers. However, supervisors should not submit recommendations just to
*A. “do something for their people”
B. recognize meritorious service
C. make up for a "4" EPR
D. recognize outstanding achievement
10.27.