NCO DLC SET 2 Leadership and Management

Match the following terms (column A) to their corresponding description (column B): A. System 1 Thinking B. System 2 Thinking C. Decision Analysis D. Decision-Making ___ 1. A vital decision-making tool that operates in the background and is relied upon to aid you in supporting daily activities. ___ 2. A systematic procedure based on the thinking pattern that you employ when making choices. ___ 3. The mental process that results in the selection of a course of action from among several alternative scenarios. ___ 4. Focuses on resolving the problem while correcting and monitoring the situation.

A C B D

Resource Stewardship - TSgt Leirer is the go-to NCO in the Vehicle Operations work center. First, he started an initiative to reduce water consumption at the base wash rack. After supporting and mentoring the project team, the squadron saved 500 gallons of water and 150 man-hours the first month. Leirer created a letter of appreciation for each project team member. Building on this success, he took some feedback and advice of the other Airmen in the section and reduced the steps in the sections leave approval process. After a week passes, the Flight Chief calls Leirer into her office and says, "Why was I taken off the leave approval process?" TSgt Leirer's use/misuse of ________ will MOST LIKELY _____ his NCO effectiveness. Answers: A. developing future stewards; increase b. developing future stewards; decrease c. manpower requirements; increase d. manpower requirements; decrease

A. developing future stewards; increase Correct: According to the Resource Stewardship chapter, as enlisted leaders, NCOs are the moral fiber that ensures the effective and efficient use of all resources to continuously meet mission requirements. Be the N.C.O! Be the one who: nurtures, champions, and takes ownership. In the scenario, TSgt Leirer nurtures the project team through supporting and mentoring them. He champions the ideas of the section Airmen and improves the leave process. After the project, he takes ownership and commends the project team. TSgt Leirer's actions will increase his NCO effectiveness through influencing others to be resource stewards.

____________________ challenges all Airmen to examine processes and eliminate steps in business processes that add little to no value.

AFSO21 challenges all Airmen to examine processes and eliminate steps in business processes that add little to no value.

_____ Ethical Dilemma A. The core beliefs you hold regarding what is right and fair in terms of our actions and our interactions with others. _____ Values B. A situation where someone is forced to choose between two alternatives. Both alternatives can be unfavorable i.e., less right vs. more right and less wrong vs. more wrong. _____ Ethics C. Values that are attributed to a system of beliefs that help define right from wrong and good versus bad. _____ Ethical Relativism D. Behavior based on adopted attitudes of what is right or wrong values and judgements about good and evil, and the study of how you judge those behaviors. _____ Morals E. Is about knowing your core values and having the courage to live by them in all parts of your life in service of the common good. _____ Military Ethics F. Any position that declares a certain kind of action (or inaction) to be necessary. _____ Ethical Leadership G. The belief that nothing is objectively right or wrong and that the definition of right and wrong depends on the prevailing view of a particular individual, culture, or historical period. _____ Categorical Imperative H. Deal specifically with those values and expected rules of the profession that are appropriate actions taken within the military environment.

B A D G C H E F

Match the following terms on the left to their corresponding description on the right: A. Organizational Structure B. Unit Manpower Document C. Unit Personnel Management Roster D. Authorization Change Request ___ 1. Generated from the MPES and assigns positions to an organization. ___ 2. This document tracks where personnel are positioned in manpower allocations. ___ 3. Focuses on the functionality of organizations, specifically activation, inactivation, re-designation, and reorganization. ___ 4. The document used to propose adjustments to the UMD.

B C A D

Match Mayo's four levels of change present in people with their characteristics. A. Group Behavior B. Attitude C. Individual Behavior D. Knowledge ___ 1. Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions. ___ 2. Changing this is more challenging than change at the previous levels because people don't like to change the way they do things. ___ 3. This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information. ___ 4. This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years.

B C D A

A. Personnel B. Processes C. Financial D. Material E. Warefare F. Energy ___ 1. Every work center accomplish and oversee their own on a regular basis. It's your role to ensure there are no unnecessary steps that can be eliminated. ___ 2. Includes natural and man-made resources physical goods that are required by personnel to complete their assigned duties. Is one of the most wasted or abused resources in the Air Force. ___ 3. Your most valuable resource. Training and development plans, institutional programs and processes, along with support organizations are integrated to assist in effectively management. ___ 4. This is the resource that is required to procure the material, energy, information and technology, and warfare resources needed to accomplish missions. ___ 5. The critical force that powers businesses, manufacturing, and the transportation of goods and services. It also powers your equipment, facilities, motor vehicles, and aircraft. ___ 6. Funding, procuring, maintaining, and updating war-related materials are a top military priority to meet today's National Security Strategy objectives

B D A C F E

Change Management - TSgt Keller, a newly assigned section chief calls a meeting with his personnel to discuss his plan to revamp the section. "Now that I am in charge things will run a little differently around here. Starting this weekend, I will implement a rotating schedule so we can be more productive and efficient. I'm reducing lunch to 30 minutes. Additionally, PT will be conducted before the start of your shift. Be at the base track one hour prior to your normal start time. I know this is a big change but you will get used to it, now let's get to work." TSgt Keller's understanding/misunderstanding of the ________ will MOST LIKELY _____ NCO effectiveness Answers: a. phases in the change process; increase b. phases in the change process; decrease c. roles in the change process; increase d. roles in the change process; decrease

B. phases in the change process; decrease Correct: According to the change management chapter the phases the change process include unfreezing in which you create a felt need for change, change in which the actual modification takes place, and refreezing in which you lock in the new process. In this scenario TSgt Keller does not create a felt need for change or present an organized plan for change. This will not be effective in the refreezing phase and will decrease his overall effectiveness.

Ethical Leadership - During a feedback session, TSgt Smith tells his subordinate, "We all should be grateful to our nation, our loved ones, and our brothers/sisters in arms. This means we're responsible to a great deal of people to do the right thing, even when no one is watching." TSgt Smith's comments BEST identify _____. Answers: a. ordering b. oughting C. owing

C. owing CORRECT: According to the Ethical Leadership chapter, owing is defined as all Airmen must understand that they owe a debt of gratitude to their country (be grateful to our nation), families (our loved ones), services, and comrades (our brothers/sisters in arms).

Match the following terms (column A) to their corresponding description (column B): A. OODA Loop B. Eight-Step Problem Solving Process C. Strategic Vision D. Brainstorming E. Standard Work F. Fish Bone Diagram ___ 1. A view into the future that describes how an organization will strategically perform or conduct business. ___ 2. Provides a systematic and deliberate method for looking at the current situation, determining what problem exists, and then deciding an appropriate and/or effective action. ___ 3. Can assist you and others in building a variety of ideas in a short time about a specific problem or topic ___ 4. A team-centered, systematic, common sense problem solving approach. ___ 5. Used to depict the relationship between specific categories of process inputs and the undesirable output. ___ 6. This represents the best-known approach to complete a task by ensuring consistency throughout the working process; thus, the same work will take the same amount of resources to achieve the same results every time.

C A D B F E

____________________ is the strategic, never-ending, incremental refinement of the way you perform tasks.

Continuous Improvement is the strategic, never-ending, incremental refinement of the way you perform tasks.

A. Budget Process B. Continuing Resolution Authority C. Execution Plan D. Budget Review E. Antideficiency Act ___ 1. Two-part process that occurs twice per year that identifies and redistributes funds to meet unfunded requirements such as unforeseen or initially unanticipated mission-related expenses. ___ 2. During this time, if congress cannot agree on a budget, units typically receive funding authority for approximately 80% of the previous year's budget amount. ___ 3. A continuous cycle of planning, programming, revising, adjusting, and spending. ___ 4. Major law that allows Congress to exercise control over government spending. ___ 5. The main document for distributing anticipated funding in an equitable manner. Lists the funded and unfunded mission critical requirements and the anticipated spending on funded expenses.

D B A E C

A. Prejudice B. Discrimination C. Assumptions D. Social bias E. Stereotype F. Collusion G. Perception H. Perspective ___ 1. When someone unfairly favors or prefers a person, culture group, or race to another. ___ 2. A standardized mental picture that one person or group of people hold in common about another person or group of people. ___ 3. What you experience and observe that becomes your reality. ___ 4. An adverse or unreasonable opinion about a person or group without all the facts and usually based on deeply held beliefs. ___ 5. Your position on a particular subject. It's how you mentally view a situation. ___ 6. Claiming something about a situation that is not supported by facts. ___ 7. The treatment or consideration of making a distinction in favor of or against a person or thing based on the group, class, or category to which that person or thing belongs, rather than on individual merit. ___ 8. When people cooperate with others, knowingly or unknowingly, to reinforce those behaviors that prevent others from fully entering into the workplace culture

D E G A H C B F

A. ACR B. Appropriation C. CRA D. FMB E. FWG F. Obligation G. POM H. RA I. UMD J. UPMR ___ 1. Approves budgets, execution plans, and revisions. Distributes the annual funding, establishes priorities, and ensures consistency with programs and missions. ___ 2. Participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources. ___ 3. Setting aside money for a specific purpose. ___ 4. Agreement to commit funds between the government and another party. ___ 5. Reviews program and cost factors, compares current with prior year costs, reviews justifications, periodically evaluates performance against estimates, and submits a recommended execution plan. ___ 6. Used to propose adjustments to a Unit Manning Document. ___ 7. Details the organization, the position number for each authorization, and other pertinent data. ___ 8. Allows the government to continue operations at a minimum level for a specific amount of time, when the budget isn't approved by Congress. ___ 9. Details the organization structure, the position number for each authorization, and other pertinent data that commanders and managers need to manage manpower resources. ___ 10. Proposes total program requirements for the next six years.

D H B F E A I C J G

Being socially __________?_____ requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs.

Socially Sensitive CORRECT: According to the Understanding Diversity section, primary dimensions of diversity are inborn and/or exert an important impact on your early socialization and have an ongoing impact throughout your life. These dimensions cannot normally change. In the scenario, TSgt Banks is clearly explaining the primary dimensions of diversity.

The ________________________________________ guide improvement initiatives at every level and contribute to the ever changing demands placed upon the NCO.

The AFSO21 Five Desired Effects guide improvement initiatives at every level and contribute to the ever changing demands placed upon the NCO.

After returning from a staff meeting, TSgt Nicholson briefs the personnel in her section about upcoming process changes that will take place. She discusses her plan to implement the changes within the section and monitor the effects. TSgt Nicholson gives additional details and answers question to ensure all of the key players are on the same page. This scenario BEST illustrates TSgt Nicholson's role as the ________ in the change process and her impact on mission effectiveness. a. Change Sponsor b. Change Agent c. Change Target

b. Change Agent CORRECT: TSgt Nicholson is responsible for implementing changes initiated by the change sponsor. In the scenario, she discusses her plan to implement the directed changes within the section and monitor the effects. According to the change management chapter, Change Agents are "those responsible for implementation of change in an organization"

It was a rough year for you last year, but this is a new year and you're ready for whatever comes. You made it a point to let your boss know that you wanted to be more involved in helping her manage the work center since you're the ranking TSgt. You even purchased a couple of squadron morale-colored t-shirts to wear on morale day. You really want to become the "go to" person for the junior Airmen related to your job specialty. Last year you told the boss about a problem with a procedure in the work center and it caused the unit to be non-mission capable for almost two weeks...leadership wasn't happy about that; however, this year, you're going to do everything you can to ensure proactive problem solving will occur versus reactive crisis management. You feel really good about this new year. Your actions and behaviors BEST illustrate the _____________________ and will MOST LIKELY result in enhanced NCO effectiveness. a. 5 Essential Qualities of Effective Followership b. effective status of the people diagnosis c. proper application of the DAC skills

a. 5 Essential Qualities of Effective Followership CORRECT. According to the Leader Influence chapter, the 5 Essential Qualities of Effective Followership are self-management, committed, competent, integrity, and initiative. SelfManagement is determining one's own goals within a large context and to decide what role to take at any given time. In the scenario you "let your boss know that you wanted to be more involved in helping her manage the work center since you're the ranking TSgt." Committed to the organization and a purpose beyond yourself helps you strive to excel. In the scenario "You even purchased a couple of squadron morale-colored t-shirts to wear on morale day." Competent helps you reach higher levels of performance by focusing your efforts for maximum effects. In the scenario "You really want to become the 'go to' person for the junior Airmen related to your job specialty." Integrity is the willingness to tell the truth to your leaders. In the scenario "you told the boss about a problem with a procedure in the work center and it caused the unit to be non-mission capable for almost two weeks...leadership wasn't happy about that." Initiative is being motivated and determined; persevering; and a risk taker to do more than just meet the standards. In the scenario "you're going to do everything you can to ensure proactive problem solving will occur versus reactive crisis management." By incorporating these 5 Essential Qualities into your followership practices as described in the scenario, you most likely will enhance your NCO effectiveness.

Negotiations - While briefing at a professional development seminar, TSgt Shame says, "Before and during negotiations you should be considering this option for yourself and the other negotiators. You can implement this option without the assistance or permission from the other negotiator. If this option is better than any of the mutually satisfying options, it may be your best, informed, decision." TSgt Shame's comments BEST identify _____. Answers: a. Best Alternative to a Negotiated Agreement b. information from the TIPO Model c. Zone Of Possible Agreement

a. Best Alternative to a Negotiated Agreement CORRECT: According to the Negotiation chapter, BATNA is an alternative that, should negotiations fail, you are willing and able to execute without the other party's participation or permission (without the assistance or permission from the other negotiator). Understanding your BATNA and the opposite's (person with whom you are negotiating) BATNA will help you determine when or if you should walk away from the negotiation table. TSgt Shame is explaining BATNA in the scenario.

MSgt Wilburn is a very motivated and competitive member of his unit. Each time he has been eligible for promotion he was promoted on his first attempt and he wants that streak to continue. He knows in order for this to happen he needs to be visible within the organization in hopes of being stratified above his peers. When drafting bullets for his upcoming enlisted performance report, he takes credit for actions he did not conduct. The way he sees it no one will ever notice. This scenario BEST illustrates___________ and its impact on NCO and mission effectiveness. a. Drive for Success b. Worry over Image c. Loyalty Syndrome

a. Drive for Success CORRECT: According to the Ethical Leadership chapter, Drive for Success becomes evident when decisions are based on a "win at all cost" attitude rather than on military rules, regulations, and codes of conduct. MSgt Wilburn violated the Air Force Core Value of Integrity when he took credit for actions he did not complete in order to make it appear he is more productive than his peers.

SSgt Stanley, a well-respected NCO, conducted a review of the work center's training records for the upcoming Operational Readiness Inspection. During his review, he identified several required tasks that weren't signed off. Due to time constraints, he had his Airmen initial off on those tasks. He planned to go over the areas at another time. SSgt Stanley's behavior of ____________________will MOST LIKELY __________ NCO, unit, and mission effectiveness. a. Drive for Success; reduce b. Worry over Image; reduce c. Ethical Relativism; increase

a. Drive for Success; reduce CORRECT: According to the Ethical Leadership chapter, "drive for success" is one of four categories of ethical traps. It is making decisions based on a "win at all cost" attitude rather than on military rules, regulations, and codes of conduct. Stanley fell into that trap by "pencil-whipping" training records to pass the inspection, which could be detrimental to NCO, unit, and mission effectiveness.

Diversity - TSgt Goa, a young fast burner, was notified by his commander there was a complaint against him. Goa was convinced the complaint was made by Mr. Luke, who has worked in the unit for over 20 years. The two have had numerous disagreements dealing with the different personalities in the work place. Luke has been frustrated by Goa's statements, "I understand how you used to do it back in the day. This is the new AF. Get with the times." In response to the complaint, Goa stopped including Luke in some meetings. However, morale in the unit is still high. TSgt Goa's understanding/misunderstanding of ________ will MOST LIKELY _____ NCO effectiveness. Selected Answer: Answers: a. Equal Opportunity; decrease b. Equal Opportunity; increase c. social sensitivity; decrease d. social sensitivity; increase

a. Equal Opportunity; decrease Correct: According to the Diversity chapter, Equal Opportunity (EO) refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, or reprisal. In the scenario, Goa is discriminating against Luke based his age and rank (Mr. Luke has been frustrated by TSgt Goa's statements, "I understand how you used to do it back in the day. This is the new AF. Get with the times") and retaliating against him because of the complaint to the commander (Goa was convinced the complaint was made by Luke). TSgt Goa is in violation of the EO programs which protect discrimination based on age or reprisal on someone for participating in the EEO process. The unwarranted reprisal will decrease mission effectiveness.

Change Management - While addressing SSgt Peaper's negative attitude toward the new EPR system, TSgt Dorian says, "You need to alter your method when dealing with your own attitude and those you lead when discussing the new EPR system." TSgt Dorian's comments BEST identify _____. Answers: a. Cognitive Flexibility b. Emotional Flexibility c. Dispositional Flexibility

b. Emotional Flexibility CORRECT: According to the change management chapter, emotional flexibility is the ability to vary your approach (alter your method) to dealing with your own emotions (when dealing with your own attitude) and those of others (and those you lead).

TSgt Dylan had kept a close eye on SSgt Murphy for the last few months. He'd seen SSgt Murphy dealing with extreme sadness and occasional angry outbursts. Recently, however, TSgt Dylan noticed that SSgt Murphy had turned around 180 degrees. SSgt Murphy showed less agitation; he'd calmed his rapid speech and rushed movements. SSgt Murphy no longer went to the shooting range like he used to, so he must be feeling less of a need to take out his anger somewhere. In fact, SSgt Murphy had become quite peaceful, and had scheduled a long stretch of leave to visit his entire family. "He must finally be ok," thought TSgt Dylan. This scenario BEST illustrates __________________. a. advanced warning signs b. protective factors c. risk factors

a. advanced warning signs CORRECT: According to the Emergent Leadership Issues chapter, advanced warning signs are observable changes in typical behavior that doesn't definitively identify suicidal thoughts, but could be indicators. Examples include excessive sadness; unexpected rage; changes in personality, such as moving and talking faster or slower; loss of interest in things the Airman used to enjoy; sudden state of peace and calm after a period of despair, plans to visit/call friends and family to say goodbye. SSgt Murphy displayed all of these things regardless of whether TSgt Dylan thought they pointed at suicidal thoughts or at an improved outlook.

TSgt Hardesty is mentoring TSgt Keith when he says, "This is the process I was telling you about. Our section has positions assigned by a document we don't control at our level. It's up to us to take the personnel we have and plug their names into a second document. This give us the freedom to structure the section as we want." TSgt Hardesty's comments BEST identify _____. a. allocating and tracking manpower b. organizational structure c. budget process

a. allocating and tracking manpower CORRECT: According to the Resource Stewardship chapter, manpower is allocated through the unit manpower document and tracked through the Unit Management Personnel Roster. In the scenario, TSgt Hardesty is identifying allocating and tracking manpower. Hardesty says, "This is the process I was telling you about. Our section has positions assigned by a document we don't control at our level (UMD). It's up to us to take the personnel we have and plug their names into a second document (UPMR). This give us the freedom to structure the section as we want."

TSgt Knight, the section NCOIC, says, "I know that none of us are big fans of change, however sometimes change can be good. You should respond to change by identifying new trends and opportunities, so personnel are never caught off guard and can make sense out of a situation in order to turn obstacles into opportunities and ideas into innovative practices. In addition, you should develop plan A and plans B and C just in case." TSgt Knight's comments BEST identify__________________flexibility. a. cognitive b. dispositional c. emotional

a. cognitive CORRECT: According to the change management chapter, Cognitive Flexibility is "the ability to use different thinking strategies and mental frameworks". TSgt Knight identifies cognitive flexibility by saying "You should respond to change by identifying new trends and opportunities" and the "development of plan A and plans B and C just in case"

MSgt Smith leads a unit whose mission is being hampered by resistance from the local villagers. Smith meets with a village elder to explain his concern. The elder says, "The villagers are poor and in need of food and medicine, and your patrols disrupt their ability to work." Smith responds, "I can help with food and medical care. However, the patrols must continue." The elder replies, "It may help to reduce the disruption to work if we knew your patrol times." Smith replies, "Due to security reasons, I cannot give you that information." The elder says, "The villagers can help gather intelligence and share their knowledge of the terrain." Nodding his head Smith says, "That information could help us minimize disruptions to the villager's daily routine." After a couple of weeks, Smith noticed that resistance from the villagers had faded and his unit was able to conduct its mission more efficiently. This scenario BEST illustrates TSgt Smith's use of the __________________ strategy and its impact on mission effectiveness. a. cooperate b. insist c. settle

a. cooperate CORRECT: According to the Negotiation chapter, cooperating is a negotiation style that generate options that are valued by all negotiators and the solutions are usually better than what we could have created on our own. In the scenario, cooperation took place because both negotiators won (e.g. Smith was able to gather intelligence and conduct his patrols and the villagers received food and medical care with less interruption to their daily routine).

Leader Influence - Every time you get a new subordinate you talk to him or her about what he or she hopes to accomplish on the job and personally. You continuously walk around and watch and listen to how your people interact with each other to learn more about each one. You also take the time to ask your people how they're doing in their personal and professional endeavors and discuss how they view success. You also ask other people how they get along with your people. During training sessions, you talk with your people about being accountable and responsible for their areas of responsibility; especially their day-to-day routine tasks and ask how they feel about the expectations placed on them. At times, you ask one of your people to volunteer to review an Air Force Core Value and brief the work center on his or her thoughts about one element and what it means to him or her. Your appropriate/inappropriate use of ________________ will MOST LIKELY _____________ mission effectiveness. Answers: a. diagnosing developmental needs of Airmen; enhance b. diagnosing developmental needs of Airmen; hinder c. the Contemporary Motivation Model; enhance d. the Contemporary Motivation Model; hinder

a. diagnosing developmental needs of Airmen; enhance CORRECT: According to the Leader Influence chapter, there are six factors to consider when diagnosing the developmental needs of your Airmen. Aspirations are what an individual hopes to attain or has a desire to accomplish. As a leader, you should communicate with Airmen to find out what their aspirations are, which will help you develop or support their needs and desires. In the scenario you diagnose this when, "Every time you get a new subordinate you talk to him or her about what he or she hopes to accomplish on the job and personally". Personality is how an individual reacts, behaves, or thinks. By observing the actions of and effectively listening to the people around you, you can make suppositions about their personalities. In the scenario you diagnose this when, "You continuously walk around and watch and hear how your people interact with each other to learn more about each one." Self-Concept is based on how an individual may think and feel about himself or herself and on feedback from external sources (how others see him or her). By knowing how your people see themselves and how they believe others see them, you can better understand some of the actions they take, behaviors they display, or words they communicate. In the scenario you diagnose this when, "You also take the time to ask your people how they're doing in their personal and professional endeavors and discuss how they view success. You also ask other people how they get along with your people." Self-efficacy is how much confidence they have in performing a particular task and Locus of Control is the amount of control people believe they have. Therefore, locus of control has a significant impact on self-efficacy as well as on how individuals' expectations shape the goals they set for themselves. In the scenario you diagnose this when, "During training sessions you talk with your people about being accountable and responsible for their areas of responsibility; especially their day-to-day routine tasks." Attitudes occur when an individual responds positively or negatively to a person, place, thing, or situation. In the scenario you diagnose this when you, "ask how they feel about the expectations placed on them." Finally, Values are beliefs that an individual or institution regards as very important. In the scenario you diagnose this when, "...you ask one of your people to volunteer to review an Air Force Core Value and brief the work center on his or her thoughts about one element and what it means to him or her." Your abilities to develop and inspire others are crucial to mission effectiveness. You'll be counted on to help your people understand how their tasks, both routine and unexpected, are associated with overall unit mission effectiveness. Since in the scenario you're appropriately, effectively, and positively diagnosing the six factors, your actions will most likely enhance mission effectiveness.

Negotiations - SrA Floyd is the only K9 Security Forces patrolman on duty. SSgt Hannon is working the main gate when a vehicle approached with a strong smell of marijuana. After instructing the driver to pull to the side, Hannon radios Floyd and says, "Golf 1 to Kilo 1, proceed to the main gate." Floyd passively responds, "Negative, Golf 1, I'm on break." After taking a deep breath, Hannon replies, "Golf 1, this is not negotiable, get to the main gate ASAP or you'll have an LOC waiting at the end of shift." SSgt Hannon's use/misuse of ________ will MOST LIKELY _____ mission effectiveness. Answers: a. distributive negotiating; increase b. distributive negotiating; decrease c. the evade style of negotiation; increase d. the evade style of negotiation; decrease

a. distributive negotiating; increase Correct: According to the Negotiations chapter, distributive negotiating is to divide up a fixed set of resources, also known as value claiming. Distributive negotiation's objective is to claim a portion of whatever value is on the table. SSgt Hannon uses distributive negotiations and the hardball tactic of intimidation/aggressive behavior in the scenario (Golf 1, this is not negotiable, get to the main gate ASAP or you'll have a LOC waiting at the end of shift). Because SrA Floyd will likely come to the gate and search the suspected vehicle, Hannon can go back to working the gate, causing mission effectiveness to increase.

TSgt Hayden, the Dining Facility Fight Chief, overhears his NCOIC, SSgt Forgit trying unsuccessfully to communicate with a Portuguese speaking dependent. TSgt Hayden thinks for a moment and realizes that SrA Silva (one of his Airmen) is Brazilian and speaks Portuguese. TSgt Hayden quickly requests help from SrA Silva and shortly after taking over the situation, the patron shakes SrA Silva's hand and leaves with his order. TSgt Hayden's understanding/misunderstanding of __________________________ will MOST likely ________________ mission effectiveness. a. diversity awareness; enhance b. diversity awareness; hinder c. equal opportunity; enhance d. equal opportunity; hinder

a. diversity awareness; enhance CORRECT: According to the Diversity chapter, diversity awareness is the ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, and mission effectiveness. In this scenario, TSgt Hayden realizes (recognizes) that SrA Silva has a unique skill that would benefit the situation...He then requests help (responds) to the needs of his Dining Facility team by successfully communicating with the customer thereby improving satisfaction and mission effectiveness.

Before starting the 3-day weekend, TSgt Anderson gave her work center a safety briefing. She referenced a visual aid depicting the 0-0-1-3 formula to remind everyone to be responsible if they choose to consume alcohol. She described an article that detailed the number of Airmen deaths and accidents attributed to alcohol misuse over the past year. She explained the commander's policy on alcohol-related incidents, and clarified the expected consequences of unsafe conduct. TSgt Anderson's actions BEST illustrates ___________________. a. education b. identification c. deglamorization

a. education CORRECT: According to the Emergent Leadership Issues chapter, your continuous education of your Airmen supports substance misuse prevention, including incorporation of relevant examples into safety briefings and posting visual aids. TSgt Anderson clarified expected consequences which also falls under education.

Continuous Improvement - TSgt Phillip is coaching an Airmen when he says, "There are many benefits to this program. It increases the efficiency of all Airmen while ensuring the serviceability and readiness of our vital resources. It makes decision making and reactions more agile and operations consistent through an increase in the safety mindset. Another aspect is it improves the efficiency of our fuels like oil and gas, or electricity." TSgt Phillip's comments BEST identify AFSO21_____. Answers: a. five desired effects b. three settings c. scope

a. five desired effects CORRECT: According to the Continuous Improvement chapter, the five desired effects include: 1) Increase productivity of our most valued asset - Our Airmen (It increases the efficiency of all Airmen while ensuring the serviceability and readiness of our vital resources). 2) Significantly increase critical asset availability. 3) Improve response time and decision making agility (It makes decision making and reactions more agile and operations consistent). 4) Sustain safe and reliable operations (through an increase in the safety mindset). 5) Improve energy efficiency (Another aspect is it improves the efficiency of our fuels like oil and gas, or electricity).

TSgt Campbell is newly assigned to a joint international unit that is made up of Army, Navy and Air Force personnel from seven nations. A few weeks into the new assignment, TSgt Campbell noticed some individuals not being receptive to their Korean team members at work center meetings. During the next meeting, TSgt Campbell made sure to ask the Korean team to provide their operational inputs. The Korean team's inputs were critical to the unit meeting mission requirements ahead of schedule. TSgt Campbell's actions BEST illustrate the __________________ technique and its impact on mission effectiveness. a. inclusion b. feedback c. assistance

a. inclusion CORRECT: According to the Leading across lines of Diversity section, Inclusion is making sure everyone has the opportunity to fully participate in the workplace. TSgt Campbell's action of calling on the Korean team during the meeting and seeing how their contribution was critical to the unit meeting mission requirements ahead of schedule shows that he illustrated the Inclusion technique and its impact on mission effectiveness

TSgt Johnson has been an SFS Airman for 12 years and is not unfamiliar with working swing-shift. On one particular night patrol, he gets a call from dispatch for an alarm activation at the base commissary. He responds to the location and his training immediately kicks in. He instinctively swings open the mobility crate, removes the K9 and begins his perimeter check, looking for any sign of deliberate, forced entry. In only minutes, the scene is secure. TSgt Johnson then has the law enforcement desk contact the facility manager of the building to report a faulty alarm. TSgt Johnson's actions BEST illustrate _____ and its impact on mission effectiveness. a. system 1 thinking b. system 2 thinking c. Just Do It

a. system 1 thinking CORRECT: According to the CI chapter, system 1 thinking, is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. In this scenario, TSgt Johnson uses system 1 thinking when his "training immediately kicks in" and he "instinctively swings open the mobility crate" and "begins his perimeter check without hesitation."

While briefing negotiations at the First Term Airman's Center, MSgt Gould says, "First you need to consider how strong your relationship is with the other people or group involved in the negotiation, and if the process will be fair. Next, think about if you consider what the others say as true. Could they be attempting to deceive you? What do you know that they don't, and vice versa? Will you share your knowledge, and do you believe they will, too? Does anyone have the ability to influence the others actions or decisions? Finally, think about resolutions that could end the dispute. It's important to cooperate while negotiating." MSgt Gould's comments BEST identify _____. a. CNS b. TIPO c. NPSC

b. TIPO CORRECT. MSgt Gould identifies the TIPO model when he says, "(trust in a person) First you need to consider how strong your relationship is with the other people or group involved in the negotiation, (trust in a process) and if the process will be fair. (Information) Next, think about if you consider what the others say as true, or could they be attempting to deceive you. What do you know that they don't, and vice versa? Will you share your knowledge, and do you believe they will? (Power) Does anyone have the ability to influence the others actions or decisions? (Options) Finally, think about resolutions that could end the dispute."

TSgt Becher is leading a problem solving event in the Fuels Flight. At the first meeting she says, "We have to decrease the response time to fuel the KC-135s. Command Post is receiving complaints daily." After the meeting breaks, a team follows the next fuel run to the flight line to observe the entire process. While at the plane, Becher discusses the issue with the crew chief and pilot. The next day, the team meets again. TSgt Becher says, "We must write out the issue and make sure it includes all the facts." After the team completes Becher's task, all team members agree and finalize the issue." TSgt Becher's _____ will MOST likely _____ mission effectiveness a. understanding of clarify and validate the problem; increase b. misunderstanding of clarify and validate the problem; decrease c. understanding of an improvement project; increase d. misunderstanding of an improvement project; decrease

a. understanding of clarify and validate the problem; increase CORRECT. According to the CI chapter, the first step in the Eight-Step Problem Solving Process, defining the problem, is critical to your success. You must first clarify large, vague, and complicated problems as objectively as possible before you can properly identify and address the problem. The techniques for this step include go and see and voice of the customer (VOC). In the scenario, TSgt Becher leads her team through this step. They first meet to discuss the issue, then they go and see the process and get the VOC from the crew chief and pilot. The team then develops a good problem statement that follows the three guidelines: written down, factual, and agreed to by all parties. Because Becher followed the steps and used the techniques, the team should continue the process and resolve the problem.

Yesterday, TSgt Richey was informed that she must find nightly child care or enact her family care plan and send her 8 month old son Logan to her mother in a different state. Sitting in her office, she contemplates, "I want to remain on dayshift. I know my superintendent wants me to work the night shift. Since I haven't found professional childcare open at night, maybe I can take the weekend shift. The main reason I need to remain on dayshift is so Logan can stay in daycare. I know my superintendent is only trying to make the schedule fair, and I have only ever worked weekday dayshift. I simply cannot move Logan hours away, he needs me. If we cannot work something out to remain on days, I'll move my cousin here and she can watch Logan while I work." TSgt Richey's _____ will MOST likely _____ NCO effectiveness a. understanding of the Planning Phase; increase b. misunderstanding of the Planning Phase; decrease c. understanding of the Negotiation Phase; increase d. misunderstanding of the Negotiation Phase; decrease

a. understanding of the Planning Phase; increase CORRECT. According to the CNS section, the first three steps (pre-negotiations, or the planning phase) should be well developed before the first meeting. The three steps of positions, interests, and BATNA draw no conclusions, but help to organize thoughts. In the scenario, TSgt Richey plans for a reengage with the superintendent when she thinks, "(Positions) I want to remain on dayshift. I know my superintendent wants me to work the night shift. (Interests) Since I haven't found professional childcare open at night, maybe I can take the weekend shift. The main reason I need to remain on dayshift so Logan can stay in daycare. I know my superintendent is only trying to make the schedule fair, and I have only ever worked weekday dayshift. (BATNA) I simply cannot move Logan hours away, he needs me. If we cannot work something out to remain on days, I'll move my cousin here and she can watch Logan while I work." Since Richey uses the three steps this will increase her effectiveness as an NCO through being prepared for the negotiation with the superintendent.

TSgt Adams, the NCOIC of the pharmacy is responsible for implementing a new prescription refill process to decrease customer wait times. After identifying deficiencies in the current process, TSgt Adams calls a meeting with his personnel. He explains the problems with the current process, proposed changes, and the timeline for implementation to replace the existing process. TSgt Adams actions BEST illustrate ________. a. unfreezing b. changing c. refreezing

a. unfreezing CORRECT: According to the change management chapter, this illustrates the unfreezing phase. TSgt Adams creates a felt need for change by identifying deficiencies in the current process and deals with resistance by explaining the problems with the current process, proposed changes, and the timeline for implementation.

TSgt Christenson tells his subordinates that the section will implement a new work order tracker because he doesn't like the current one. He tells them, "The change will take place immediately. As of tomorrow the new tracker will be used instead of the old one." After a week, TSgt Christenson realizes that his people are still using the old tracker. When he asked why everyone was not using the new tracker, he was told that not everyone knew how to use the new one and that some people didn't want to switch because they didn't think it was necessary. This scenario BEST illustrates a failure during the __________ phase of the change process. a. unfreezing b. change c. refreezing

a. unfreezing CORRECT: According to the change management chapter. The unfreezing phase is intended to motivate your subordinates and help get them ready for change. TSgt Christenson fails when he does not create a felt need for change. This is often the most neglected, yet essential element of any organizational change.

You say to SrA Oak, one of your most experienced team leaders and energetic go getter, "Look, I know you made a mistake; I want you to know why. I gave you everything you needed to be successful...the directions, the plan, and even how to accomplish each step. But you decided to do it your own way. This isn't what I expected. I want you to follow my instructions. To be sure you learned your lesson, I want you to tell me when you've completed each step before moving on to the next one." As SrA Oak departs your office, she wonders why she volunteered to lead this special project in the first place. She remembers that your style was used on the new Airmen that have been assigned over the past 6 months. Based on your ________________style SrA Oak's effectiveness will MOST LIKELY _____________. a. Impoverished Leader; increase b. Authoritarian Leader; decrease c. Impoverished Leader; decrease d. Authoritarian Leader; increase

b. Authoritarian Leader; decrease CORRECT. According to the Leader Influence chapter, the Authoritarian Leader style is an "expect people to do what they're told without question" style. This kind of leader style is very task oriented with little to no allowance for cooperation or collaboration and should be used for emergency or very critical or time sensitive tasks. In the scenario there's no indication of critical completion but you "gave her the directions, the plan, and how to accomplish each step; she did it her own way which isn't what you expected; I want you to follow my instructions" anyway. In the scenario SrA Oak doesn't seem too motivated and her effectiveness will probably decrease because of expectations to do what she's told even though "she's a very experienced team leader and a 'go getter' who volunteered to lead the special project." In the scenario "as she departs she wonders why she volunteered to lead this special project in the first place." According to the Leader Influence chapter, adapting your leadership behavior to fit the needs of the situation or circumstances can help you better influence people toward the objectives. In addition, adapting your leadership style for each subordinate will show you understand and care about each as an individual. Overuse of one style in most or all situations will most likely degrade your ability and effectiveness to influence others and cause others to be less effective. In the scenario "She remembers that your style was used on the new Airmen that have been assigned over the past 6 months" which demonstrates your inability to adapt your style. The Impoverished Leader style would probably have been more appropriate for SrA Oak.

SSgt Walker and his team are preparing for an inspection. While organizing the storage room, A1C Bates discovers equipment that should have been turned in months ago per the AFI. He reports the findings to Walker and suggests hiding the equipment until after the inspection. Walker responds, "That will quickly take care of the problem, but understand there are possible consequences for that decision." After considering the consequences, Bates decides to fill out the paper work to turn-in the equipment. On the inspection report, it was noted that equipment was turned in late; however, the work center identified it and corrected the discrepancy in a proper manner. This scenario BEST illustrates effective use of ___________________ and its impact on NCO, unit, and mission effectiveness. a. The Legal test b. The ethical principle of the three Rs c. The DOD Joint Staff Guide 5260

b. The ethical principle of the three Rs CORRECT: According to the Ethical Leadership chapter, the Three Rs of ethical principles are rules, results, and realities. It explains that "rules" gives us the ethical guidance, "results" are the outcomes, the bottom line, and the consequences of not following those rules, and "realities" which recognize the importance of the situation or circumstances. The scenario depicts SSgt Walker thinking through those areas and coming to an ethical decision.

The AU/CC is visiting and TSgts Gomez and Ramos must choose an Airman to brief the organization's mission. Each TSgt has selected a different Airman which causes a disagreement. While preparing to resolve the dispute, TSgt Gomez thinks to himself, "TSgt Ramos and I have worked together for years and trust each other. Because we will continue working together, I should use a higher people orientation than task when applying the negotiation styles. I believe my Airman will do a better job and they need the experience of talking to top leadership; however, Ramos' briefer would suffice. The visit is weeks away, so we have time to collaborate and ensure we pick the best briefer." This scenario BEST illustrates an understanding of__________ and how they contribute to NCO effectiveness. a. Paying attention during communication b. Who, Stakes, and Situation c. Integrative Negotiations

b. Who, Stakes, and Situation CORRECT: According to the developing negotiation skills section, you must assess who we are dealing with, know what is at stake, and know the criticality of the current situation before entering into a negotiation, or while the negotiation is occurring. In the scenario TSgt Gomez' thoughts illustrate him considering the who, stakes, and situation before a negotiation. "(Who) TSgt Ramos and I have worked together for years and trust each other. Because we will continue working together, I should use a higher people orientation than task when applying the negotiation styles. (Stakes) I believe my Airman will do a better job and needs the experience of talking to top leadership; however, Ramos' briefer would suffice. (Situation) The visit weeks away, so we have time to collaborate and ensure we pick the best briefer."

MSgt Duvernay works in Logistics Readiness vehicle maintenance flight. The flight is responsible for maintaining 127 different makes and models of government vehicles. The vehicles vary from squadron to squadron, and range from bucket loaders, bulldozers and sewer trucks to weapons trailers and ambulances. Due to a recent deployment, shop personnel has decreased and as a result the vehicle-in-commission rate has dropped from 90% to 83%. Not wanting to bring attention to the section, MSgt Duvernay reports the percentage rates from the previous month at the weekly staff meeting with the commander. MSgt Duvernay actions BEST identify___________. a. Ethical Relativism b. Worry over Image c. Loyalty Syndrome

b. Worry over Image CORRECT: According to the Ethical Leadership chapter, Worry over Image happens when decisions are made based on how the decision will impact one's reputation/standing among peers, subordinates, supervisors, community, etc. rather than on military rules, regulations, and codes of conduct. Worried that reporting a lower VIC would bring unwanted attention to the section, MSgt Duvernay reported a higher percentage.

Your boss just stopped by your office to ask you a question. You take the opportunity to tell your boss about some of the potential problems you discovered that could occur if the unit purchases the laptops that were suggested with the end of year fallout money it's expecting to get. You gave her your thoughts about the requirements and recommendations for better laptops in a Memorandum For Record so that she could consider briefing the unit's decision team on your findings before the final decision and purchases are made. This scenario BEST illustrates your effectiveness as a follower by providing ____________ to your boss. a. feedback b. advice c. loyalty

b. advice CORRECT. According to the Leader Influence chapter, advice is a recommendation offered as a suggested guide to future action or conduct. It's about providing information or risk analysis inputs to the leader on a decision that a leader is still contemplating. It's providing information about what someone should consider doing. In this scenario you're talking to your boss about a future decision as indicated by "some of the potential problems you discovered that could occur if the unit purchases the laptops that were suggested with the end of year fallout money it's expecting to get. You gave her your thoughts about the requirements and recommendations for better laptops in a Memorandum For Record (MFR) so that she could consider briefing the unit's decision team on your findings before the final decision and purchases are made." According to the Leader Influence chapter, to be in line with the Institutional Competencies, effective followers are to provide advice to leaders. In the scenario, that's what you do when you talk to your boss and provide her the MFR.

Resource Stewardship - TSgt Sung is on a conference call when he says, "While we always project our spending, our financial plan cannot support all the mission requirements. Twice each fiscal year, we identify the unfunded mission necessities in our wing. As the NCOIC, my main priority is to monitor our sections spending and keep the unfunded requirements section up to date on the execution plan." TSgt Sung's comments BEST identify _____. Answers: a. obligation b. budget review c. financial working group

b. budget review CORRECT: According to the Resource Stewardship chapter, the BR is a two-part process that occurs twice (Twice each fiscal year) within each budget cycle to identify and redistribute funds to meet unfunded requirements (unfunded mission necessities) such as unforeseen or initially unanticipated mission-related expenses.

Emergent Leadership Issues - While training Amn Catalan on Mental Health Clinic support, TSgt Harrison says, "We assist with issues like anxiety, depression, self-medication, and PTSD. I thought PTSD only comes from conflict and actively fighting in a war." Harrison explains, "Actually, PTSD and other mental health issues can result from distressing occasions during training, humanitarian efforts, and support operations from in-garrison or while deployed. We mainly focus on the alteration of the patient's normal behavior or psychological state." TSgt Harrison's comments BEST identify _____. Answers: a. organizational factors of distress b. combat and operational stress c. substance misuse

b. combat and operational stress CORRECT: According to the Emergent Leadership Issues chapter, combat/operational stress is defined as "The expected and predictable emotional, intellectual, physical, and/or behavioral reactions of Service members who have been exposed to stressful events in war or military operations other than war. (PTSD and other mental health issues can result from distressing occasions during training, humanitarian efforts, and support operations from in-garrison or while deployed.) Combat and operational stress occur when there are changes (alteration) in mental functioning (psychological state) or behavior. TSgt Harrison is describing combat and operational stress in the scenario.

TSgt Gallagher is giving TSgt Lloyd feedback when he says, "This is your thought process that you used to choose different options or actions when there are many choices. There are two types of thought processes you can use when this occurs. Your rapid approach that relies on past experiences or the methodical process that requires deep thought. You must be observant and orient yourself to choose the best option." TSgt Gallagher's comments BEST identify _____. a. the RIE AFSO21 setting b. decision making c. the OODA Loop

b. decision making CORRECT: According to the CI chapter, decision-making is the mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios. In order to truly be effective in decision making, you should understand the two-system approach of decision-making (system 1 and system 2 thinking). In the scenario, TSgt Gallagher is identifying decision making.

TSgt Lopez, a senior analyst for an intelligence squadron, was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Lopez first planned how to tell his team. After gathering everyone for the announcement, he said, "We have been tasked to deploy as convoy operators. Although this isn't in our job description, it's a critical need that must be filled to support the war effort. We'll receive all required training to be successful. I will not allow this tasking to affect our current duties." After answering several questions, Lopez encouraged his team members to see him if they had any additional concerns. TSgt Lopez's _____ will MOST LIKELY _____ mission effectiveness. a. ineffective use of the Directive Change Cycle; hinder b. effective use of the Directive Change Cycle; enhance c. ineffective use of the Participative Change Cycle; hinder d. effective use of the Participative Change Cycle; enhance

b. effective use of the Directive Change Cycle; enhance CORRECT: TSgt Lopez is effectively using the steps of directive change in this scenario. According to Change Management lesson, Directive Change Cycle is a change imposed upon the group or organization. As the group is forced to comply, individual behavior is affected through compliance within the group. The application of Lopez's position power is being used to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude.

SrA Wilson's husband thinks she's spending too much time at work and not enough time at home. He believes any employee ought to have a concrete quitting time like he does in his civilian job, and that she's just skirting her responsibilities as a wife and mother. SrA Wilson approached TSgt Simon for advice, but TSgt Simon cut her off and told her that it was not his place to interfere with personal problems. SrA Wilson was no longer comfortable talking to her NCOIC or any NCO about her personal issues, and returned to her desk feeling too distracted to concentrate on the tasks at hand. TSgt Simon's __________________________ will MOST likely have a ________________ impact on mission effectiveness. a. understanding of open communication, positive b. failure to understand of open communication, negative c. understanding of support services; positive d. failure to understand support services; negative

b. failure to understand of open communication, negative CORRECT: According to the Emergent Leadership Issues chapter, the Wingman concept, Airmen taking care of Airmen, works best when there's open communication. You'll get a clearer picture when your Airmen are comfortable enough to come to you and talk about their issues. SrA Wilson tried to go to TSgt Simon with her issues, but TSgt Simon didn't allow open communication, and didn't give her Wingmen confidence that she'd appreciate, understand, and assist when help was sought. Since SrA Wilson was too distracted to concentrate on her tasks, the mission would suffer. TSgt Simon's failure to understand open communication would have a negative impact on mission effectiveness.

Leader Influence - You tell SSgt Oak, "Since you've earned trust and confidence from your peers and subordinates, you'll be in charge while I'm TDY. I know your subordinates will recognize your ability to take appropriate measures as a result of me putting you in charge. I expect you to resolve schedules, work assignments, interpersonal conflicts, and discipline issues effectively, appropriately, and positively. Your comments BEST identify _____________ powers. Answers: a. coercive and connection b. legitimate and coercive c. legitimate and connection

b. legitimate and coercive CORRECT: According to the Leader Influence chapter, legitimate power is based on title, role, or position and it allows you to make decisions and requests. In the scenario, you say, (you'll be in charge while I'm TDY. I expect you to resolve schedule, work assignment, interpersonal conflict, and discipline issues effectively, appropriately, and positively) which means SSgt Oak will have the position of authority. Coercive power deals with how others perceive your ability to provide sanctions, punishment, or consequences for ineffective, inappropriate, or negative behaviors, actions, or interactions. (I know your subordinates will recognize your ability to take appropriate measures as a result of me putting you in charge.)

During a meeting with the superintendent, TSgt Lopez says, "We have a complete lack of structure in my work center. The last NCOIC didn't keep track of where the people in our work center should be assigned. I compared the document that distributes personnel positions to us and the document the last NCOIC should've been using to assign people to those positions. They didn't match-up at all, one section should include three SSgts but only had one, and another should've had one SSgt but had two! No wonder nothing gets done around here." The scenario BEST illustrates _____ and its impact on mission effectiveness. a. organizational structure b. manpower allocation and tracking c. adjusting manpower requirements

b. manpower allocation and tracking CORRECT: According to the Manpower Stewardship section, Manpower is allocated through the unit manpower document and tracked through the Unit Management Personnel Roster. In the scenario, TSgt Lopez is discussing ineffective manpower allocation and tracking when he says, "The last NCOIC didn't keep track of where the people in our work center should be assigned. I compared the document that distributes personnel positions to us (UMD) and the document the last NCOIC should've been using to assign people to those positions (UPMR). They didn't match-up at all, one section should include three SSgts but only had one, and another should've had one SSgt but had two!"

SSgt Brady is a team chief of an engine shop. He was just notified by his shop chief, TSgt Thomas that they are projected to receive six more aircraft within a year. Brady states, "TSgt Thomas, I can't see how we're going to support six more aircraft. We already have to work additional hours to support the aircraft we have now. Can we ask for new Airmen to PCS here to help?" TSgt Thomas replied, "I share your concern, but I have confidence that we can make it work." TSgt Thomas's _____ will MOST likely _____ mission effectiveness a. understanding of adjusting manpower requirements; increase b. misunderstanding of adjusting manpower requirements; decrease c. understanding of allocating and tracking manpower; increase d. misunderstanding of allocation and tracking manpower; decrease

b. misunderstanding of adjusting manpower requirements; decrease CORRECT: According to the Resource Stewardship chapter, adjusting manpower requirements centers on the Authorization Change Request (ACR) which is a multi-purpose document used to propose adjustments to a UMD. ACRs are commonly used to request increases, decreases, or realignments of manpower requirements and/or to change attributes on the UMD. There is no evidence in the scenario that TSgt Thomas is requesting a manpower increase to support the additional aircraft. Without this request, the mission of the squadron will suffer.

SrA Smart returned from leave a few weeks ago and although he thought he completed all the required paperwork upon his return, he learns that is not the case and immediately re-submits the paperwork. Months pass before realizes he was never charged for those leave days he used. Wanting to keep his supervisor, TSgt Wright, in the loop, he explains what happened. After some consideration, Wright says "Finance made the mistake, so don't worry about it. Besides, it's not your responsibility to do their job for them." TSgt Wright's ______________will MOST likely_________ her effectiveness. a. understanding of the Three Os; enhance b. misunderstanding of the Three Ds; hinder c. understanding of the Three Ds; enhance d. misunderstanding of the Three Os; hinder

b. misunderstanding of the Three Ds; hinder CORRECT: According to the Ethical Leadership chapter, NCOs must discern the facts from assumption, declare the truth and do what you have discerned and declared. TSgt Wright used this principle incorrectly. After consideration, TSgt Wright decided no further action was necessary. After consideration (discerning facts from assumption) and realizing a mistake occurred (declaring) she should have instructed (do) SrA Smart to contact Finance to rectify the situation.

MSgt Clark manages a very profitable online home-based business. She has a close friendship with MSgt Brown so she allows him to do some work for her to make extra money. Her business has grown to the point that it takes up most of her free off-duty time, so she recently started using her computer at work to attend to business matters. Last week, Brown discovered her use of government equipment to conduct her personal business. He knows what she is doing is wrong; however he depends on the money from Clark's business to pay for his wife's new car. MSgt Brown's ___________ will MOST likely ________mission effectiveness. a. understanding of the Ds; enhance b. misunderstanding of the Three Ps; hinder c. understanding of the Three Ps; enhance d. misunderstanding of the Three Ds; hinder

b. misunderstanding of the Three Ps; hinder CORRECT: According to the Ethical Leadership chapter, NCOs must properly order the Three Ps, principle (truth telling) first; purpose (mission accomplishment and duty) second; and people (Airmen) third. In the scenario, MSgt Brown knew what MSgt Clark is doing was wrong, however; instead taking action (principle) he decides to remain quiet because he (people) needs the extra money. Allowing her to continue will only reduce the amount of time she spends on official duties.

Due to his military experience and Public Affairs AFSC, TSgt Banks is selected to brief newcomers at his deployed location. During the brief he says, "These characteristics of diversity are with a person at birth, and usually doesn't alter during a person's life." TSgt Banks' comments BEST identify the ________________. a. secondary dimension of diversity b. primary dimension of diversity c. socio-behavioral tendencies

b. primary dimension of diversity CORRECT: According to the Understanding Diversity section, primary dimensions of diversity are inborn and/or exert an important impact on your early socialization and have an ongoing impact throughout your life. These dimensions cannot normally change. In the scenario, TSgt Banks is clearly explaining the primary dimensions of diversity.

Emergent Leadership Issues -TSgt Mata is the section NCOIC. Lately, SSgt Traynor has been making rash decisions, taking unnecessary risks, and rapidly losing weight. The section is suffering from having to accomplish Traynor's workload. Mata approached Traynor and says, "Your work center is accountable for the maintenance of a $2 billion network. Your team is counting on your guidance and expertise. What's going on lately?" Traynor answers, "Oh, I've just been distracted. I need to get focused." Once he was by himself, Traynor takes an extra dose of muscle relaxer. This scenario BEST illustrates _____ its impact on mission effectiveness. Answers: a. deglamorization b. the impact of substance misuse c. intervention roles and responsibilities

b. the impact of substance misuse CORRECT: According to the Emergent Leadership Issues chapter, substance misuse impacts: Mission and readiness by impairing judgment and safety (unnecessary risks), while increasing impulsive behavior (rash decisions). Peers' morale will be diminished not only due to their concern for the misuser, but also due to the increased workload they'll need to take over (The section is suffering from having to accomplish Traynor's workload). And health and wellness (rapidly losing weight). The scenario directly illustrates the three impacts of Traynor's substance misuse.

Negotiations - TSgt Branson is involved in a dispute with TSgt Lair over the mid-shift schedule. After a heated argument, Branson sits and reflects, "I can't believe it got that bad and Lair evaded the conversation. I was trying to be reasonable, but Lair is so set in his ways. I better just leave it alone for now." A couple of days later, Branson thinks to himself, "Lair has warmed up since the argument and I'm willing to compromise on my position to make this work. I know we can work this out if we try. We both know the only other option is to keep the shift the same, and the operations are not effective." After Branson and Lair have a meeting, the schedule is changed. TSgt Branson's comments BEST illustrate his understanding of _______ and its impact on mission effectiveness. Answers: a. NPSC b. readiness and ripeness c. categories of negotiation

b. readiness and ripeness CORRECT: According to the Negotiation chapter, readiness is the ability to decide when it's in your best interest to negotiate an agreement rather than to continue a dispute. Timing is critical to successful negotiations. Conflict scholars and negotiators often use the concept of ripeness is determining whether you are ready for negotiation. TSgt Branson effectively uses readiness and ripeness in the scenario. Readiness, (I was trying to be reasonable but Lair is so set in his ways. I better just leave it alone for now.) Ripeness, (I'm willing to compromise on my position to make this work. I know we can work this out if we try. We both know the only other option is to keep the shift the same...). The mission effectiveness is currently ineffective (the operations are not effective) being negatively impacted currently. Though Branson's use of readiness and ripeness, hopefully him and Lair can come to an agreement and fix the mid-shift schedule.

Diversity - While briefing at the First-Term Airmen Center, TSgt Breedlove says, "It is important for young Airmen to understand you will be working with diverse individuals that bring different traits to the job. While some traits are permanent, job knowledge, responsibilities, four-dimensions of wellness, and level of education will evolve during your time in the Air Force." TSgt Breedlove's comments BEST identify _____. Answers: a. social-behavior tendencies b. secondary dimension c. primary dimension

b. secondary dimension CORRECT: According to the Diversity chapter, secondary dimensions are those characteristics about yourself that can change such as: work ethic, income, marital status, experience (job knowledge), religious and philosophical beliefs, educational background (level of education), and language abilities

While briefing his flight, TSgt Silvers says, "Because it's fast, this style of negotiating may be more appropriate when you have a neutral task and people orientation. You may not be able to negotiate to your aspiration point but reaching a solution is essential. When initially discussing your position, leave some wiggle room in between your anchor and aspiration point for the opposing negotiator to suggest options." TSgt Silvers comments BEST identify the _____ negotiation style. a. comply b. settle c. evade

b. settle CORRECT: According to the NPSC section, the settle negotiation style is a compromising style to be used when there is little chance of getting everything you want, but a solution is necessary. This style minimally satisfies the interests of both negotiators and typically begins with a "soft offer" in order to leave room for maneuvering toward an option. The people orientation is moderate to low, as we expect the opposite to take care of their interests while we take care of ours. Also, on the NPSC chart, settle is in the neutral position between the task and people orientations. In the scenario, TSgt Silvers is clearly explaining the settle style.

Continuous Improvement - TSgt Heming is a Crew Chief out at the 48th MUNS. He is observing SSgt Stephens loading a pallet of MK-82 bombs onto a tractor trailer with the 6K forklift. While driving, Stephens hit a pot hole, causing the pallet to shift and slide off the forklift. Heming jumps into action, grabs the second forklift and starts to slide the pallet back into place. Stephens yells, "Hey, what are you doing? You know Air Force policy mandates that we evacuate." Heming replies, "It's all good. We didn't exceed the drop distance." TSgt Heming's use/misuse of ________ will MOST LIKELY _____ his NCO effectiveness. a. system 1 thinking; increase b. system 1 thinking; decrease c. system 2 thinking; increase d. system 2 thinking; decrease

b. system 1 thinking; decrease Correct: According to the Continuous Improvement chapter, system 1 thinking is a vital decision-making tool that operates in the background of your mind. (Heming jumps into action, grabs the second forklift and starts to slide the pallet back into place.) It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. However, the disadvantage of reactive thinking is that you could execute your decisions ill-advised and carelessly. (You know Air Force policy mandates that we evacuate." Heming replies, "It's all good. We didn't exceed the drop distance."). This will decrease his NCO effectiveness.

TSgt Swarray just received an email notifying him that he's been selected as a Military Training Instructor through the DSD process. Feeling apprehensive about his new job, he called TSgt Thomas to vent. TSgt Swarray said, "I'm happy in my current position because it allows me to use my imagination and experiment with new ways of doing things. Now the Air Force is telling me to leave and take on a role that's very detail-oriented and doing the same thing over and over for the next 4 years. This is stressing me out." TSgt Swarray's comment BEST identifies the source of distress known as ______________________. a. role demands b. task demands c. interpersonal demands

b. task demands CORRECT: According to the Emergent Leadership Issues chapter, task demands are related to a person's job. For example, the design of any given job could suit one person and his/ her personality and preferences better than another person's. TSgt Swarray prefers to use his imagination and experiment with new ways of doing things rather than do the same task over and over by specific details.

TSgt Hadley is tasked with implementing a new process that his section is adopting for completing and tracking work orders. He eagerly meets with his supervisor, MSgt Kim, to discuss the new opportunities that the change will present. TSgt Hadley, then meets with his personnel to brief them on the proposed changes and to tell them about the positive outcomes expected with the new process. As a result of TSgt Hadley's efforts, the new process is adopted without incident. TSgt Hadley's actions BEST illustrate the use of ___________ flexibility and its impact on NCO effectiveness. a. cognitive b. emotional c. dispositional

c. dispositional CORRECT: According to the change management chapter a leader who displays dispositional flexibility operates from a place of optimism grounded in realism and openness. TSgt Hadley meets with his supervisor to discuss increased unit effectiveness (optimism) and his personnel to get their feedback (support and identifying tendencies).

Management - TSgt Bostic briefs her squadron on the plan to implement the new Air Force Training Record program. "I know we are all used to the old program, however the current program is outdated and lacks several key areas required by the new master training plan. I will be visiting each duty section to provide training on the new system and answer any questions. The old training records will become obsolete in six months so everyone will need to be switched over to the new program by then. I will be available after the switch to see if everything is running smoothly." TSgt Bostic's comments BEST illustrates her understanding of _______. Answers: a. participative change cycle b. the three phases of the change process c. roles in the change process

b. the three phases of the change process CORRECT: According to the Change Management chapter, there are three phases of change: unfreezing, changing, and refreezing. The unfreezing phase is intended to motivate your subordinates and help get them ready for change (I know we are all used to the old program, however the current program is outdated and lacks several key areas required by the new master training plan). The changing phase is the movement from the old way of doing things to the new way of doing business (The old training records will become obsolete in six months so everyone will need to be switched over to the new program by then). The refreezing phase is the locking in of the new procedures until they're a permanent part of daily operations (I will be available after the switch to see if everything is running smoothly).

SrA Mikel felt overwhelmed trying to balance work requirements, home life responsibilities, and school expectations. He approached his NCOIC, TSgt Gonzalez, and told him he was thinking about going to visit Mental Health to try to get some outside perspective. "Don't do it, man," said TSgt Gonzalez. "That would ruin your career, and you'd never get through your next security clearance reinvestigation. You don't see anyone else running off to whine about their problems, do you?" SrA Mikel decided it was best to deal with everything himself. He became more and more sullen over time, and his productivity dropped. TSgt Gonzalez' understanding/misunderstanding of __________ will MOST LIKELY ______________ subordinate effectiveness. a. the unit climate/environment; enhance b. the unit climate/environment; hinder c. advanced warning signs; enhance d. advanced warning signs; hinder

b. the unit climate/environment; hinder CORRECT: According to the Emergent Leadership Issues chapter, the unit climate/environment needs to be one of support and trust. The Air Force promotes help-seeking behavior, and there are some things you can do to help dispel the stigma associated with seeking mental health treatment. Openness, positive examples, and communication should help remove the barrier that Airmen feel co-workers would look down on them for seeking care. By creating a barrier to SrA Mikel seeking help, calling it whining and implying SrA Mikel's career would be ruined, TSgt Gonzalez hindered subordinate effectiveness. SrA Mikel became more sullen and his productivity dropped.

SSgt Griswold has been accused of sexual harassment, and is noticeably upset when he approaches you for advice. You tell him there's a support source that will maintain privileged communication and provide guidance throughout the situation. It's employees report to a chain of command outside of this wing, so they would be able to represent him without bias or conflict of interest. Your description BEST identifies the ______________. a. Airman & Family Readiness Center b. Equal Opportunity office c. Area Defense Counsel

c. Area Defense Counsel According to the Emergent Leadership Issues chapter, the Area Defense Counsel, (ADC), provides independent legal representation to Air Force members who are suspected of an offense or facing adverse administrative action. It provides confidential legal advice from outside the local chain of command at no expense to the member. SSgt Griswold is upset because he was accused (suspected) of an offense, so he would benefit from confidential and unbiased legal advice.

A1C Gower, an Airman with a Filipino background, just graduated from technical training school and is PCSing to her first duty station overseas. The day she arrived in country, she was picked up by TSgt Sandy, her new supervisor. On their way to base, TSgt Sandy said, "I remember you telling me how much you're going to miss your family and friends when we spoke on the phone. I'll link you up with A1C Saner; she is also from the Philippines. We both want you to feel welcome, so if you need anything, please ask." TSgt Sandy's actions BEST illustrates the ________________ technique of the F.A.I.R.™ Way. a. Feedback b. Inclusion c. Assistance

c. Assistance CORRECT: According to the Diversity chapter, Assistance is making sure workers have what they need to work to their fullest potential. TSgt Sandy's actions that included picking her up from the airport and linking her up with someone that shares her Filipino background, are examples of the proactive use of the Assistance technique to ensure workers are mentally and physically present at work.

While briefing an ALS class, TSgt Brand says, "This document is reviewed often and can be found at many different levels in the Air Force, from Air Force Headquarters to the lowest flight level. Though there isn't a required format, the effective ones include sections that list mission essential items that are in the budget and items that aren't. Each expense has a code that represents the expenses place in the budget hierarchy." TSgt Brand's comments BEST identify the _____. a. Antideficiency Act b. Budget Review c. Execution Plan

c. Execution Plan CORRECT: According to the Financial Stewardship section the EP ensures an equitable distribution of the President's Budget for the next fiscal year consistent with accomplishing Air Force program objectives and is the main document for distributing anticipated funding (direct & reimbursable) in an equitable manner. A well-developed plan includes a prioritized list of known funded and unfunded requirements with justification for each requirement and a spend plan that projects when and how funds will be spent throughout the fiscal year. Although there is no official template when creating an EP, it should include mission critical requirements, justification, unfunded requirements, and spend plan sections. In the scenario, TSgt Brand is identifying the EP.

During an initial EPR feedback session you tell your subordinate, "I expect you to become thoroughly familiar with your job by getting to know every aspect. I also expect NCOs to perform above minimal acceptable standards and make smart choices both on and off duty because you're always being watched. Also, believing your superiors will help to ensure you're mission ready, displaying selflessness when it comes to doing what's asked of you, and being prepared when asked to attend meetings are very important to me." Your comments BEST identify ___________________. a. DAC Skills b. Coercive Power c. Follower Traits

c. Follower Traits CORRECT. According to the Leader Influence chapter, follower traits are competence, integrity, loyalty, and initiative. Competence is knowing what your job is, knowing how to do the job or task, and meeting or exceeding standards. In the scenario you say, "I expect you to become thoroughly familiar with your job by getting to know every aspect. I also expect NCOs to perform above minimal acceptable standards." According to the Leader Influence chapter, integrity is doing the right thing always when no one's looking and when others are looking. In the scenario you say, "make smart choices both on and off duty because you're always being watched." According to the Leader Influence chapter, loyalty is being faithful, obedient, and respectful. Faithful means trusting in leadership to make sure you're prepared for the unknown. In the scenario you say, "believing your superiors will help to ensure you're mission ready is very important to me." According to the Leader Influence chapter, obedient means fulfilling your duties and responsibilities to the best of your ability. In the scenario you say, "displaying selflessness when it comes to doing what's asked of you is very important to me." And according to the Leader Influence chapter, initiative is being proactive, doing your homework and thinking ahead. In the scenario you say, "being prepared when asked to attend meetings is very important to me."

You have four competent subordinates. Almost every time your boss sends you a task you hand it off to your team. All you expect from them is a quality product in a timely manner. You tell them you don't want to influence their development in handling special tasks. You won't see the task again until your team hands the final product for you to forward up to your boss. Your team knows you don't want to be bothered with questions about the task. When your boss questions you about the task, you say, "I'll find out." Your team members wonder if you really know your job. They've been talking about the upcoming quarterly awards board hoping they were going to be submitted for all their hard work in making you look good since they weren't submitted for last quarter. This scenario BEST illustrates your relience on the ____________________ style which could degrade your NCO effectiveness. a. Team Leader b. Country Club Leader c. Impoverished Leader

c. Impoverished Leader CORRECT. According to the Leader Influence chapter, the Impoverished Leader style is a delegate and disappear management style preferring to be detached from the team process. This style is used in a self-sufficient work center where the people are very independent and don't require a lot of supervision. In the scenario "you have four competent subordinates; your boss sends you a task and you immediately hand it off to your team; you expect a quality product in a timely manner; you don't want to influence their development in handling special tasks; you won't see the task again until your team hands the final product to you so you can forward up to your boss; you don't want to be bothered with questions about the task; and when your boss asks you questions about the task, you say, 'I'll find out.'" According to the Leader Influence chapter, the Country Club Leader style is used in a highly efficient and disciplines work center that isn't being rewarded properly or where people are motivated by rewards. In the scenario your people show indications that they're motivated by rewards, "They've been talking about the upcoming quarterly awards board hoping they were going to be submitted for all their hard work in making you look good since they weren't submitted for last quarter." According to the Leader Influence chapter, overuse of one style in most or all situations will most likely degrade your ability and effectiveness to influence others. You may want to consider adapting your leader style after diagnosing the status of your people.

During a counseling session, TSgt Foye says, "I'm not sure why you continue to intentionally use the old process. Last week I was forced to give you an LOC, but you still haven't adapted. Your co-worker got to leave work early yesterday because of their participation. The superintendent has promoted this change since it began. If you want to stay a SSgt, I suggest you get on board. The sections morale has been suffering and customers are complaining about the inconsistency." The scenario BEST illustrates the _____ piece of the TIPO Model and its impact on mission effectiveness. a. trust in a process b. personal powers c. position powers

c. Integrative Negotiations CORRECT: According to the TIPO section, the position powers are often used to pressure or force someone to do something. The position powers include: coercive, reward, connection, and legitimate. In the scenario, TSgt Foye uses all four position powers during the counseling session. , "I'm not sure why you continue to intentionally use the old process. (Coercive) Last week I was forced to give you an LOC, but you still haven't adapted. (Reward) Your co-worker got to leave work early yesterday because of their participation. (Connection) The superintendent has promoted this change since it began. (Legitimate) If you want to stay an SSgt, I suggest you get on board. The sections morale has been suffering and customers are complaining about the inconsistency."

SSgt Runner had recently returned from deployment and was getting back into the swing of things at home station. As an Airman pulled away from the shop, their vehicle backfired. SSgt Runner immediately dropped to the floor and sought cover. TSgt Vann witnessed the reaction and approached SSgt Runner. Although SSgt Runner was embarrassed at first, TSgt Vann assured him that he's not the first person to respond this way when sights or sounds bring traumatic memories back. TSgt Vann encouraged SSgt Runner to schedule an appointment at the MTF and reassured him that there was nothing to feel embarrassed about. TSgt Vann's understanding/misunderstanding of __________ will MOST LIKELY _________________ subordinate effectiveness. a. stress management strategies; increase b. stress management strategies; decrease c. Post-Traumatic Stress Disorder; increase d. Post-Traumatic Stress Disorder; decrease

c. Post-Traumatic Stress Disorder; increase CORRECT: According to the Emergent Leadership Issues chapter, PTSD is described as a psychiatric disorder that may occur in an individual following exposure to a traumatic event, such as combat or military exposure. SSgt Runner has recently returned from deployment, and shows symptoms described in the PTSD section such as reliving the event and hyper-startle. It's appropriate for SSgt Runner to seek assistance through the MTF rather than to continue to try to manage PTSD on his own through individual approaches. TSgt Vann's understanding of PTSD will most likely increase subordinate effectiveness because his reassurance that PTSD exists, and his referral to the MTF will help SSgt Runner move toward healing.

MSgt Gonzalez, the Pharmacy Flight Chief, approaches TSgt Stewart and says, "I have a challenge for you. Streamline the prescription filling process and do it without disrupting operations." TSgt Stewart eagerly schedules the team's first meeting. Stewart can tell that the team is knowledgeable about the current process and they are willing to make changes in the process that prescriptions are filled. After a couple days of discussion, TSgt Stewart's team provides a plan for implementation. TSgt Stewart's team gets the approval of leadership to proceed with the changes and the resulting data from the change shows lower wait times and fewer errors. This narrative BEST illustrates the _______ setting and its impact on mission effectiveness. a. Just Do It b. Improvement Project c. Rapid Improvement Event

c. Rapid Improvement Event CORRECT: According to the CI chapter, Rapid Improvement Events (RIEs) usually have four components. Those components are listed as, strong leadership buy-in (gets the approval of leadership), knowledgeable and open-minded participants (knowledgeable about the current process and willing to make changes), a tightly focused event scope (streamline the work center filling process), and an implementation plan and metrics to track results (resulting data from the change shows lower wait times and fewer errors). In this scenario, TSgt Stewart uses all of these components to carry out a successful RIE.

Continuous Improvement - The Cargo Services Section has been having issues tracking leave. TSgt Hageman holds a meeting with the shift supervisors and says, "Simply posting a schedule on the board is not working anymore. SrA Heather took leave on Monday, however she was scheduled to work the receiving line. This created chaos and we had to pull manning from other sections." TSgt Hageman selects four Airmen for a working group and over the next several days they develop a plan. Afterword, Hageman introduces a new SharePoint site for tracking leave. This scenario BEST illustrates the _______ AFSO21 Setting. Answers: a. Just Do It b. Improvement Project c. Rapid Improvement Event

c. Rapid Improvement Event CORRECT: According to the Continuous Improvement chapter, A RIE usually lasts less than a week and requires the application of a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects. In the scenario, TSgt Hageman selects a team that holds a RIE setting, (TSgt Hageman selects four Airmen for a working group and over the next several days they develop a plan.)

Resource Stewardship - MSgt Brown, walks into TSgt Gratz's office and says, "Good morning. You have two new airmen PCSing in from tech school. Let me know if you have any questions." After Brown leaves, Gratz logs into the computer and opens the document that tracks the sections personnel. He adds the two new airmen into the appropriate section, then reviews the document. He discovers three SSgt's in a position where two should be assigned. The next day, Gratz moves one of the SSgt's to another section. After, updating the document, he saves it on the shared drive. TSgt Gratz's actions BEST illustrates the use of the _______ and its impact on mission effectiveness. Answers: a. Unit Manpower Document b. Organizational Structure c. Unit Personnel Management Roster

c. Unit Personnel Management Roster CORRECT: According to the Resource Stewardship chapter, the UPMR is the document used by the personnel section and leadership to track where personnel are positioned in manpower allocations. This document should have the names of your unit's currently assigned personnel in accordance with the positions listed on your unit's UMD. However, this isn't always the case. After personnel are assigned to the position through the UMD, it's leadership's responsibility to assign manpower as they see fit. In the scenario, TSgt Gratz updates the UMPR with the new Airmen. Next, he realizes the UPMR does not match the UMD and redistributes personnel within the section.

You just finished conducting an in-depth training session with your people on a new piece of equipment and updated their training records. You give 3 days to your team to put together a continuity book for the equipment and put it on the shared site. You find out one of your trained people takes a shortcut on the steps of the process and causes the equipment to malfunction, halting production. You bring the person into your office and present her with a letter of counseling for not following the steps and partner her up with your most knowledgeable worker for her retraining/recertification which she passes successfully and ahead of schedule. Your use of _______________, _______________, and _______________ powers will MOST LIKELY result in _______________ subordinate effectiveness. a. reward, referent, coercive; increased b. legitimate, referent, coercive; decreased c. coercive, legitimate, expert; increased d. coercive, referent, expert; decreased

c. coercive, legitimate, expert; increased CORRECT. According to the Leader Influence chapter, coercive power is when others perceive your ability to impose consequences for ineffective behaviors or actions. In the scenario "You find out one of your trained people takes a shortcut on the steps of the process and causes the equipment to malfunction, halting production. You bring the person into your office and present her with a letter of counseling for not following the steps." Legitimate power is based on title, role, or position and it allows you to make decisions and requests. In the scenario, "You give 3 days to your team to put together a continuity book for the equipment and put it on the shared site; you bring the person into your office; and partner her up with your most knowledgeable worker." Expert power is perceived by others when you can influence through your experience, education, and job knowledge. In the scenario "You just finished conducting an in-depth training session with your people on a new piece of equipment and updated their training records." If power is used improperly, subordinate effectiveness could be decreased; however, power was used appropriately so subordinate effectiveness most likely will increase. In the scenario, because coercive, expert, and legitimate powers were used appropriately, "her retraining/ recertification was passed successfully and ahead of schedule" which will most likely result in increasing her subordinate effectiveness.

TSgt Carver has been tasked with purchasing a new big screen television for the Airmen's break room. TSgt Carver thinks, "I have to purchase a television for the break room. It must be at least 50 inches and cost less than $750. It would be nice to have high definition picture and HDMI ports." After planning, Carver searches the GSA Advantage website and finds many options. He picks the top three choices and puts them in order. Before submitting to the resource advisor, Carver contemplates, "Did I miss anything? Am I sure these are the best options?" Later, the flight chief thanks Carver for being under budget and getting extra features he desired. TSgt Carver's actions BEST illustrates ________________ and its impact on NCO effectiveness. a. AFSO21 desired effects b. a Just Do It setting c. decision analysis

c. decision analysis CORRECT: According to the CI chapter, decision analysis is a systematic procedure based on the thinking pattern that you employ when making choices. The four areas that you'll evaluate in the decision analysis process are: decision statement, determine objectives, locate alternatives, and risk analysis. In the scenario, TSgt Carver follows all four steps when making the decision on which television to purchase. TSgt Carver thinks, "I have to purchase a television for the break room. (decision statement) It must be at least 50 inches and cost less than $750. It would be nice to have high definition picture and HDMI ports." (determine objectives) After planning, Carver searches the GSA Advantage website and finds many options. He picks the top three choices and puts them in order (locate alternatives). Before submitting to the resource advisor, Carver contemplates, "Did I miss anything? Am I sure these are the best options?" (risk analysis) Later, the flight chief thanks Carver for being under budget and getting extra features he desired.

Diversity - TSgt Haywood heard SrA Brooke and SrA Jones discussing their usual weekly lunch plans. A1C Litvak joined in and said, "How come you guys never invite me? Is it because I'm a female? SrA Jones laughed and said, "We never invited you before, what makes you think we're going to start now?" Litvak dropped her head and walked out. Later, Haywood reflects to himself, "I should have said something to those two, but I have bigger fish to fry than getting involved in Airmen's lunch plans. Litvak will just have to get over it. It must be okay because, she didn't complain to me." TSgt Haywood's action BEST illustrates _______ and its impact on mission effectiveness. Selected Answer: Answers: a. assumption b. social biases c. denial collusion

c. denial collusion CORRECT: According to the Diversity chapter, Denial collusion is a passive approach that simply ignores any evidence of negative behavior. In the scenario, TSgt Haywood was guilty of denial collusion (I should have said something to those two) but choose to ignore it (I have bigger fish to fry than getting involved in Airmen's lunch plans) and acted like it was not a problem. (Litvak will just have to get over it...A1C Litvak didn't complain to me).

At a training session, TSgt Caskey said, "SSgt Griggs, it's that time of the year when we have to submit a document detailing how we are going to spend the upcoming fiscal year funding. To do that, we have to list and justify all needed items and services, and the cost. Additionally, we have to identify and justify items or services that can't be funded with the current budget." Because of her preparation, the organization was able to execute a strong budget and have the unfunded request on the top priority of the wing TSgt Caskey's actions BEST illustrates ________________ and its impact on mission effectiveness a. budget process b. budget review c. execution plan

c. execution plan CORRECT: According to the Resource Stewardship chapter, an EP is an Air Force product used to balance available funding while delivering goods and services to customers. A well-developed plan includes a prioritized list of known unfunded requirements with justification for each unfunded requirement and a spend plan that projects when and how funds will be spent throughout the fiscal year. The scenario depicts Caskey's understanding of importance of how a well-developed Financial Execution Plan can impact mission success. By training Griggs and developing a solid plan, the organization was prepared to execute the budget and postured for the unfunded request.

TSgt Watson was tasked to review all of the applications for postal duty to identify any disqualifying information or to remove any applications that didn't contain the minimum requirements. He followed the checklist carefully to understand the requirements and set about his task. First he removed packages from those who were above or below the rank requirement. Then removed the ones who didn't have the required previous experience. Finally, he removed packages of anyone with a referral EPR within the last 3 years. The remaining packages only contained those qualified for overseas postal duty. TSgt Watson's actions BEST illustrate __________________ and its impact on mission effectiveness. a. unlawful discrimination b. systemic discrimination c. lawful discrimination

c. lawful discrimination CORRECT. According to the Emergent Leadership Issues chapter, discrimination is lawful if it doesn't deny people a right, but merely recognizes differences among people. Reducing the number of applicants to only those qualified for the position enhances mission effectiveness by ensuring the new personnel are able to fill the position.

Ethical Leadership - TSgt Spencer has a great deal of respect for his supervisor, MSgt Ford. Their section is preparing for a base level inspection and Ford tells Spencer that he expects the highest score. However, Spencer knows there are some major areas that need work and they don't have time to fix them. Because he doesn't want to let Ford down, Spencer decides to hide the items from the inspection team. TSgt Spencer's actions BEST illustrates the ethical trap of__________. Answers: a. worry over image b. drive for success c. loyalty syndrome

c. loyalty syndrome CORRECT: According to the Ethical Leadership chapter, the ethical trap of loyalty syndrome occurs when you make decisions based on respect and/or loyalty to an individual, unit, or organization rather than on military rules, regulations and codes of conduct. In the scenario, TSgt Spencer decides to hide things from the inspection team due to his sense of loyalty and respect for MSgt Ford.

Emergent Leadership Issues - TSgt Radigan has just been through a messy divorce and has missed quite a lot of duty time. There's an inspection approaching in just a few weeks which isn't a lot of time to make sure his team's programs are running smoothly. Radigan feels positive because he knows his subordinates are thorough with their work. He focuses on preparations and takes responsibility for his schedule. He makes sure to work out and to develop his inner sense of strength and peace. Radigan refuses to be overwhelmed. TSgt Radigan's understanding/misunderstanding of suicide awareness and prevention ________ factors will MOST LIKELY _____ NCO effectiveness. Answers: a. risk; increase b. risk; decrease c. protective; increase d. protective; decrease

c. protective; increase Correct: According to the Emergent Leadership Issues chapter, suicide awareness and prevention protective factors begin with the individual. An optimistic (Radigan feels positive) outlook, effective problem-solving skills (needs to focus time on preparations) help combat risk factors. Physical activity (workouts) and spiritual connectedness (inner strength and peace) enhances wellness. Airmen with an internal locus of control (takes responsibility) and a sense of ability to influence their own circumstances (refuses to be overwhelmed), have strong individual protective factors. His understanding of protective factors will increase his NCO effectiveness by combating risk factors which could have stemmed from the divorce and/or managerial inspection.

You received some feedback from your subordinates that your nonverbal communication in meetings shows your disagreement with some of things they're saying. That evening you talk to your best friend and ask about your nonverbals. You know that you don't disagree with all of the inputs from your people...you just have questions about their research methods for their inputs. At the next meeting you explain to your people that you appreciated their feedback and you'll work on your communication skills. You also inform them that you'll help any of them with researching inputs. This scenario BEST illustrates your appropriate use of ______________ and ______________ for personal and professional leadership development that will most likely enhance your NCO effectiveness. a. self-awareness; motivation b. support team; integrated life c. self-awareness; support team d. integrated life; motivation

c. self-awareness; support team CORRECT. According to the Leader Influence chapter, self-awareness involves getting to know yourself, understanding your strengths and developmental needs, and receiving feedback about areas you need to improve upon. In this scenario "You received some feedback from your subordinates about your nonverbal communication." According to the Leader Influence chapter, support team is about recognizing others to help you think about situations, stay focused, and be honest with yourself. In this scenario "You talk to your best friend and ask about your nonverbals." By accepting the feedback from your people and talking about the situation with someone, you took action to improve yourself and are willing to help others improve thus reducing your questions with researched inputs which should enhance your NCO effectiveness.

TSgt Adams, the Air Traffic Control NCOIC, calls a meeting with her shift leaders to discuss the change to the department's schedule. During the meeting, she asks, "Can you give me your perspective on people's general mood concerning our current ops tempo? Do you think they see the significance in the job that we do here?" SSgt Thomas the night shift leader stood up and said, "It's my perception that people have an appreciation and are well aware of the importance of providing the needed manpower." TSgt Adam's understanding/misunderstanding of _______________________ will MOST likely have a ______________ impact on mission effectiveness. a. Socio-Behavioral Tendencies, positive b. Socio-Behavioral Tendencies, negative c. social sensitivity; positive d. social sensitivity; negative

c. social sensitivity; positive CORRECT: According to the Diversity and the Organization section, social sensitivity is having a keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs. In the scenario, TSgt Adams shows her understanding of social sensitivity by asking her shift leaders if they can tell her the general mood of the people in the flight.

TSgt Baer and TSgt Chambers are co-chairing the unit's next commander's call and they are working well together. During one of their weekly meetings, they argued about who was doing more work. TSgt Baer said, "Look, I'm not singling you out. All I'm saying is everyone knows that men are stronger and we do most of the hard work. You women just can't do as good a job as us." TSgt Baer's comment BEST identify a form of ________________. a. discrimination b. perception c. stereotype

c. stereotype CORRECT: According to the Diversity chapter, Stereotype is a standardized mental picture that one person or group of people holds in common about another person or group of people. In the scenario, TSgt Baer said, "...All I'm saying is everyone knows that we men are stronger and we do most of the hard work. You women just can't do as good a job as us and I respect that." This is an example of a stereotyping statement.

Leader Influence - You're the new NCOIC of your shop. You've been observing your people and reviewing their tasks. You're sensing that most show up, do what they're told, then go home. As you're leaving for lunch you overhear several Airmen discuss how no one cares about their efforts. You submit two deserving Airmen for the quarterly award board and one of them wins. Noticing an improvement in the Airman's behavior, as well as some others in the work center, you submit some different deserving Airmen the following quarter. Six months pass by and your supervisor says, "It's good to see your section doing so well. Keep up the good work!" Your actions BEST illustrate your appropriate use of __________ and its/their positive impact on subordinate effectiveness. Answers: a. the DAC skills b. information power c. supervisory rewards

c. supervisory rewards CORRECT: According to the Leader Influence chapter, supervisory rewards are given by supervisors to those who go beyond the standard (You submit two deserving Airmen for the quarterly award board and one of them wins and you submit some different deserving Airmen the following quarter). If used effectively, supervisory rewards generally help increase subordinate effectiveness. (Noticing an improvement in the Airman's behavior, as well as some others in the work center...).

MSgt Rook, a Precision Measurement Equipment Laboratory Flight Chief, has received feedback that his flight is struggling to meet turn-around times on calibrations. MSgt Rook decides to approach TSgt Gerry about fixing the problem due to her ability to leverage previous experiences to quickly and confidently make decisions. TSgt Gerry agrees to tackle the problem and starts by personally observing and analyzing the process over the next few days and collecting data for further examination. Next, TSgt Gerry devises a strategy to address the process issue. Then, TSgt Gerry guides her flight in implementing and evaluating the corrective action to the problem. TSgt Gerry's use of ____________ will MOST likely____________ mission effectiveness. a. system 1 thinking; enhance b. system 1 thinking; hinder c. the OODA Loop; enhance d. the OODA Loop; hinder

c. the OODA Loop; enhance CORRECT: According to the CI chapter, the OODA loop is, a process where problem solvers review the current situation intensely and form theories about the problem (e.g., Observe), gather data and information to substantiate those theories (e.g., Orient), develop solutions to address the problem (e.g., Decide), and then implement and evaluate their solutions (e.g., Act). In this scenario, TSgt Gerry displays the OODA loop steps through, "personally observing and analyzing the process, collecting data for further examination, devising a strategy to address the process issue, and implementing and evaluating the corrective action to the problem." These steps directly correlate to the steps of the OODA loop thereby enhancing mission effectiveness.

While in a deployed location SSgt Nix says to TSgt Miller, "Yesterday, while on that evacuation flight, the oil line started to leak on the helicopter. After an emergency landing, I could've used an electric clamp to fix it; but that's not in the technical order." Astonished TSgt Miller says, "You should submit your fix for Air Force wide consideration." Later that day TSgt Miller reviews the list of past submissions and finds nothing. He tells SSgt Nix, "You should submit it. Then a high ranking commander will review it. Finally, if approved by them, plans will be created and executed. You may even get paid." TSgt Miller's _____ will MOST likely _____ mission effectiveness. a. understanding of resources for mission success; increase b. misunderstanding of resources for mission success; decrease c. understanding of Airman Powered by Innovation; increase d. misunderstanding of Airman Powered by Innovation; decrease

c. understanding of Airman Powered by Innovation; increase CORRECT: According to the Advanced Resource Stewardship section, ideas are generated, screened, and improved to ensure fact fortified ideas are forwarded to personnel such as wing and MAJCOM commanders for implementation consideration. Before submitting an idea, or suggesting others submit theirs, search the previous submissions. The Air Force will give monetary (as well as non-monetary) awards to recognize Airman for their implemented suggestions. In the scenario, TSgt Miller is suggesting that SSgt Nix submit his idea to the API program. He goes through the steps when he says, "You should submit your fix for Air Force wide consideration (Ideation)." Later that day TSgt Miller reviews the list of past submissions and finds nothing. He tells SSgt Nix, "You should submit it (Submission), then a high ranking commander will review it (Evaluation). Then, if approved by them, plans will be created and executed (Implementation). You may even get paid."

TSgt Jones, the Munitions Operation Flight Chief called a meeting with the section NCOICs to discuss manning swaps. SSgt Dillan, NCOIC of Maintenance, is concerned because he just finished training his Airmen and doesn't want to lose them. On the other hand, TSgt Snyder, NCOIC of Support, was glad because he wants to get rid of some slackers and acquire better workers. During the meeting, the Flight Chief was surprised by the section chiefs' responses and how they held firmly to their positions. The heated discussion quickly became unproductive. TSgt Jones' _____ will MOST likely have a _____ impact on mission effectiveness. a. use of the negotiation styles, positive b. failure to use the negotiation styles, negative c. understanding of readiness and ripeness; positive d. failure to understand readiness and ripeness; negative

d. failure to understand readiness and ripeness; negative CORRECT: According to the Negotiations chapter, Negotiation readiness is defined as the capacity to decide when it's the best interest to negotiate an agreement rather than to continue a dispute. Negotiation ripeness refers to the timing of negotiations. TSgt Jones failed to understand ripeness and readiness as evidenced by his surprise at the section chiefs' responses and how they held firm on their positions which further indicates the situation was neither ready nor ripe for negotiations. Overall, TSgt Jones' actions will have a negative impact on mission effectiveness.

Ethical Leadership - TSgt Coleman's subordinates are preparing to deploy for 6 months. While checking their training records, he finds that one Airman, SSgt Green, isn't qualified on two important tasks. This is Green's first deployment and he's excited to go. Coleman knows he doesn't have time to train Green before he leaves, so he says "We will train you when we get there." Because TSgt Coleman ________ his actions will MOST LIKELY _____ his subordinate's effectiveness. Answers: a. understands the three Os; enhance b. misunderstands the three Os; hinder c. understands the three Ps; enhance d. misunderstands the three Ps; hinder

d. misunderstands the three Ps; hinder CORRECT: According to the ethical leadership chapter, NCOs must properly order the three Ps, principle (truth telling) first; purpose (mission accomplishment and duty) second; and people (Airmen) third. In the scenario, TSgt Coleman put "people" first. He knew that SSgt Green wasn't qualified to deploy (We will train you when we get there.), however; instead taking action (principle) he decides to train him later knowing how excited Green is about deploying (people). Allowing him to deploy anyway will hinder Green's effectiveness.

It's the beginning of the new year. You call everyone together to tell them thanks for all the hard work they did this past year. You go over all of the exceptional accomplishments they did as a team. And you also thank them for being exceptional followers and it was because of them and their dedication that all missions were accomplished. As everyone leaves you overhear some of them say, "I wonder if we were submitted for any awards? We busted our tails last year and didn't get any extra time off!" Your use of _____________ rewards was _______________ and will MOST LIKELY cause a/an ____________________ in subordinate effectiveness. a. system level; effective; increase b. supervisory; effective; increase c. system level; ineffective; decrease d. supervisory; ineffective; decrease

d. supervisory; ineffective; decrease CORRECT. According to the Leader Influence chapter, supervisory rewards are given by supervisors to those who go beyond the standard and can include praise and recognition. In this scenario "You call everyone together to tell them thanks for all the hard work they did this past year. You go over all of the exceptional accomplishments they did as a team. And you also thank them for being exceptional followers and it was because of them and their dedication that all missions were accomplished." According to the Leader Influence chapter, if used effectively, supervisory rewards generally help increase subordinate effectiveness; however, not used or used ineffectively will most likely decrease subordinate effectiveness. In this scenario you used supervisory rewards appropriately; however, not effectively. You used praise and thanks but it seems like your people were looking for recognition by awards or time off for "going beyond the standard, exceptional accomplishments as a team, and being exceptional followers to get missions accomplished" as identified in the scenario, "As everyone leaves you overhear some of them say, 'I wonder if we were submitted for any awards? We busted our tails last year and didn't get any extra time off!'"