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NCOA DLC Test 2

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Leadership/Management
Christopher Scherch
Quiz by Christopher Scherch, updated more than 1 year ago
Christopher Scherch
Created by Christopher Scherch about 4 years ago
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Resource summary

Question 1

Question
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.
Answer
  • understanding of the Ds; enhance
  • misunderstanding of the Three Ps; hinder
  • understanding of the Three Ps; enhance
  • misunderstanding of the Three Ds; hinder

Question 2

Question
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
Answer
  • budget process
  • budget review
  • execution plan

Question 3

Question
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 ________________.
Answer
  • discrimination
  • perception
  • stereotype

Question 4

Question
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.
Answer
  • Drive for Success; reduce
  • Worry over Image; reduce
  • Ethical Relativism; increase

Question 5

Question
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___________.
Answer
  • Ethical Relativism
  • Worry over Image
  • Loyalty Syndrome

Question 6

Question
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.
Answer
  • The Legal test
  • The ethical principle of the three Rs
  • The DOD Joint Staff Guide 5260

Question 7

Question
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.
Answer
  • inclusion
  • feedback
  • assistance

Question 8

Question
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 _____.
Answer
  • allocating and tracking manpower
  • organizational structure
  • budget process

Question 9

Question
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
Answer
  • understanding of adjusting manpower requirements; increase
  • misunderstanding of adjusting manpower requirements; decrease
  • understanding of allocating and tracking manpower; increase

Question 10

Question
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.
Answer
  • system level; effective; increase
  • supervisory; effective; increase
  • system level; ineffective; decrease
  • supervisory; ineffective; decrease

Question 11

Question
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 ________________.
Answer
  • Secondary dimension of diversity
  • Primary dimension of diversity
  • Socio-behavioral tendencies

Question 12

Question
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.
Answer
  • understanding of the Three Os; enhance
  • misunderstanding of the Three Ds; hinder
  • understanding of the Three Ds; enhance
  • misunderstanding of the Three Os; hinder

Question 13

Question
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.
Answer
  • diversity awareness; enhance
  • diversity awareness; hinder
  • equal opportunity; enhance
  • equal opportunity; hinder

Question 14

Question
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.
Answer
  • Socio-Behavioral Tendencies, positive
  • Socio-Behavioral Tendencies, negative
  • social sensitivity; positive
  • social sensitivity; negative

Question 15

Question
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.
Answer
  • organizational structure
  • manpower allocation and tracking
  • adjusting manpower requirements

Question 16

Question
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.
Answer
  • understanding of resources for mission success; increase
  • misunderstanding of resources for mission success; decrease
  • understanding of Airman Powered by Innovation; increase
  • misunderstanding of Airman Powered by Innovation; decrease

Question 17

Question
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.
Answer
  • Team Leader
  • Country Club Leader
  • Impoverished Leader

Question 18

Question
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 _____.
Answer
  • Anti-deficiency Act
  • Budget Review
  • Execution Plan

Question 19

Question
You receive some feedback from your subordinates that your nonverbal communication in meetings shows your disagreement with some of the things they're saying. That evening you talk to your best friend and ask about your non-verbals. 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.
Answer
  • self-awareness; motivation
  • support team; integrated life
  • self-awareness; supportive team
  • integrated life; motivation

Question 20

Question
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 _____________.
Answer
  • Impoverished Leader; increase
  • Authoritarian Leader; decrease
  • Impoverished Leader; decrease
  • Authoritarian Leader; increase

Question 21

Question
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.
Answer
  • Feedback
  • Inclusion
  • Assistance

Question 22

Question
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 ___________________.
Answer
  • DAC Skills
  • Coercive Power
  • Follower Traits

Question 23

Question
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.
Answer
  • Drive for Success
  • Worry over image
  • Loyalty Syndrome

Question 24

Question
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.
Answer
  • reward, referent, coercive; increased
  • legitimate, referent, coercive; decreased
  • coercive, legitimate, expert; increased
  • coercive, referent, expert; decreased

Question 25

Question
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.
Answer
  • 5 Essential Qualities of Effective Followership
  • effective status of the people diagnosis
  • proper application of the DAC skills

Question 26

Question
involves responding to the needs of all Airmen so they feel valued and part of the team.
Answer
  • Diversity
  • Inclusion
  • Information power
  • Rules

Question 27

Question
may include helping workers so they can be both mentally and physically present on the job.
Answer
  • Self-Concept
  • Inclusion
  • Assistance
  • Change agents

Question 28

Question
Appropriated manpower requirements issued to an organization which represents the amount of positions needed to successfully accomplish the mission.
Answer
  • Finance Allocation
  • Cost Center (CC)
  • Discipline
  • Manpower Allocation

Question 29

Question
the ability to determine one's own goals within a large context and to decide what role to take at any given time.
Answer
  • Initiative (five essential qualities)
  • Self-Management (five essential qualities)
  • Mayo's Four Levels of Change
  • Organizational Structure

Question 30

Question
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.
Answer
  • Esprit de corps
  • Realities
  • Ethical Dilemma
  • Ethical Leadership

Question 31

Question
an adverse or unreasonable opinion or thought about a person or group without all the facts and usually based on deeply held beliefs...it's a 'pre-judgment'.
Answer
  • Ethics
  • Realities
  • Prejudices
  • Results

Question 32

Question
is the ability to adjust to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas.
Answer
  • Adapting
  • Adaptability
  • Stereotype
  • Diversity

Question 33

Question
Participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources.
Answer
  • Personnel (RESOURCES)
  • Resource Advisor (RA)
  • Diversity Awareness
  • Position Power

Question 34

Question
states that a person will tend to change his or her behavior based on consequences, resulting from prior behavior. If a person receives a reward for prior behavior, he or she tends to repeat that behavior. On the contrary, if a person receives punishment, he or she will often avoid that behavior.
Answer
  • ABC's of Behavior - B.F. Skinner
  • The DOD Joint Staff Guide 5260
  • The ethical principle of the three Rs

Question 35

Question
are what you experience and observe that becomes your reality.
Answer
  • Perceptions
  • Change agents
  • Attitudes
  • Dispositional Flexibility

Question 36

Question
This is the resource that is required to procure the material, energy, information and technology, and warfare resources needed to accomplish missions.
Answer
  • Processes (RESOURCES)
  • Finances (RESOURCES)
  • Material (resources)
  • Resource Advisor (RA)

Question 37

Question
occurs when people cooperate with others, knowingly or unknowingly, to reinforce those behaviors that prevent others from fully entering into the workplace culture.
Answer
  • Inclusion
  • Social biases
  • Prejudices
  • Collusion

Question 38

Question
Given to those who go beyond the standard, they include such things as praise, public recognition, time off, bonus pay, promotions, special assignments, empowerment, challenge, autonomy, and greater roles and responsibilities.
Answer
  • Supervisory Rewards
  • Reward power
  • Primary dimensions
  • Diagnosing

Question 39

Question
cultural diversities (language, ethnicity, religion, etc.) are carefully considered because of what they bring to the workplace by way of your inherent genetic and ethnical differences.
Answer
  • Drive for Success
  • Funded Requirement
  • Personal Power
  • the "F.A.I.R.™ Way

Question 40

Question
Will the end justify the means? Ask yourself, might this action have bad consequences, such as damage to relationships or loss of self-respect, now or in the future? Might I come to regret committing these acts?
Answer
  • Personnel (RESOURCES)
  • The Consequences Test
  • Information power
  • Directive change

Question 41

Question
The senior advisory committee chaired by the Commander or Deputy Commander and includes group commander level members and the Comptroller (at installations),Directors, and special staffs (at commands). They approve budgets, execution plans, and revisions.They also distribute the annual funding, establishes priorities, and ensures consistency with programs and missions. Their approval represents the final, approved installation or command budget submitted to higher command and the final distribution of funds received from higher command.
Answer
  • Appropriation
  • The Community Test
  • Financial Management Board (FMB)
  • Discipline

Question 42

Question
is based largely on your interpersonal relations with others along with your personality traits.
Answer
  • Coercive power
  • Social biases
  • Prejudices
  • Referent power

Question 43

Question
occur when an individual responds positively or negatively to a person, place, thing, or situation.
Answer
  • Attitudes
  • Adaptability
  • Rules
  • Realities

Question 44

Question
Making decisions 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.
Answer
  • Coercive power
  • Worry Over Image
  • Directive change
  • Drive for Success

Question 45

Question
Leaders who are able to recognize people's efforts operate from the venue of
Answer
  • Reward power
  • Appropriation
  • Coercive Power
  • DAC Skills

Question 46

Question
the practice of neither supporting nor defending the rights of others to be fully included in the work place.
Answer
  • Social sensitivity
  • Values
  • Morale
  • Silence

Question 47

Question
is motivation, determination, perseverance, and risk-taking. Being an effective follower requires more than just meeting the standards.
Answer
  • Hierarchy of Needs - Abraham Maslow
  • Cognitive Flexibility
  • Unit Personnel Management Roster (UPMR)
  • Initiative (five essential qualities)

Question 48

Question
is the amount of enthusiasm and dedication to a commonly shared goal that unifies team members.
Answer
  • Morals
  • Rules
  • Values
  • Morale

Question 49

Question
giving and receiving information on how to meet expectations.
Answer
  • Feedback
  • Aspirations
  • Respect
  • Assumptions

Question 50

Question
is the human resource (manpower) needed to accomplish a job, mission, or program. A manpower requirement can be documented as a funded or unfunded manpower requirement.
Answer
  • The Consequences Test
  • Manpower requirement
  • Funded Requirement
  • Finances (RESOURCES)

Question 51

Question
is a "proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change; implementing, monitoring, and controlling the change effort; and effecting the change by minimizing resistance through the involvement of key players and stakeholders...resulting in lasting change within an organization"
Answer
  • Change Management
  • Involvement level
  • Membership level
  • Change Sponsors

Question 52

Question
The organization that gathers and distributes cost data. It refers to the basic flight or work center.
Answer
  • The Community Test
  • Supervisory Rewards
  • Financial Working Group (FWG)
  • Cost Center (CC)

Question 53

Question
Could you face legal action? Are you willing to face legal action? The best way to avoid intentionally performing illegal acts is to act with honesty in all endeavors. According to the Air Force Core Values, Honesty is the hallmark of integrity.
Answer
  • Personnel (RESOURCES)
  • The Legal Test
  • Directive change
  • Legitimate power

Question 54

Question
claiming something about a situation that isn't supported by facts.
Answer
  • Assumptions
  • Budget process
  • Inclusion
  • Social biases

Question 55

Question
Theory X managers tend to direct, control, and closely supervise—the term "micro-manage" could be used to describe them. Theory Y manager assumes that people aren't lazy by nature and can be self-directed and creative if properly motivated. Theory Y managers are supportive and facilitating.
Answer
  • X & Y Theory - Douglas McGregor
  • Cost Center Manager (CCM)
  • Unit Personnel Management Roster (UPMR)
  • Expectation Theory - Fredrick Herzberg

Question 56

Question
embraces all aspects of diversity and exhibits the following five characteristics: Act Proactively, Leadership-Driven, Encourage Ownership of Initiatives,Think Inclusively, Mainstream Diversity.
Answer
  • Processes (RESOURCES)
  • Diversity-supportive organization
  • Hierarchy of Needs - Abraham Maslow
  • Material (resources)

Question 57

Question
are what an individual hopes to attain or has a desire to accomplish.
Answer
  • Aspirations
  • Realities
  • Esprit de corps
  • Assumptions

Question 58

Question
give guidance for making decisions, taking actions, and modeling behaviors.
Answer
  • Results
  • Discern
  • Morale
  • Rules

Question 59

Question
membership (the lowest end), performance level (mid-level), and the involvement level (highest level) of commitment
Answer
  • Hierarchy of Needs - Abraham Maslow
  • Three levels of Contemporary Motivation Model
  • Three forms of collusion
  • Unit Personnel Management Roster (UPMR)

Question 60

Question
This document details the organization structure (the number, skills, grade, and security requirements of manpower authorizations), the position number for each authorization, and other pertinent data that commanders and managers need to manage manpower resources.
Answer
  • The Antideficiency Act (ADA)
  • Diagnosing
  • Responsibility Center Manager (RCM)
  • Unit Manpower Document (UMD)

Question 61

Question
Your most valuable resource. Training and development plans, institutional programs and processes, along with support organizations are integrated to assist in effective management.
Answer
  • Warfare (RESOURCES)
  • Energy (RESOURCES)
  • Processes (RESOURCES)
  • Personnel (RESOURCES)

Question 62

Question
McClelland's motivational profile theory has three parts: achievement, power, and
Answer
  • Position
  • Social
  • Finances
  • Finesse

Question 63

Question
is the careful and responsible management of resources under one's control.
Answer
  • The Consequences Test
  • Resource Stewardship
  • The Shame Test
  • Finances (RESOURCES)

Question 64

Question
Values that are attributed to a system of beliefs that help define right from wrong and good versus bad.
Answer
  • Ethics
  • Rules
  • Morals
  • Realities

Question 65

Question
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.
Answer
  • Finances (RESOURCES)
  • Ethical Dilemma
  • Social Biases
  • Connection power

Question 66

Question
This type of change is imposed upon a group or organization without taking into account their direct input.
Answer
  • Personal Rewards
  • Directive change
  • Discrimination
  • Legitimate power

Question 67

Question
Individuals that operate on this level are performing for their own reasons. Their motivation comes from within; therefore, they're involved. At this level, subordinates produce high quality work because they truly enjoy what they do—they believe in their job and their reward is personal satisfaction.
Answer
  • Secondary level
  • Involvement level
  • Performance level
  • Financial level

Question 68

Question
are your position on a particular subject. It is how you mentally view a situation.
Answer
  • Results
  • Referent power
  • Social biases
  • Perspectives

Question 69

Question
The thought processes you use to help make sense of the world you live in. Influenced by your beliefs and values, they define who you are, how you act or respond to situations, and how you treat others.
Answer
  • Socio-Behavioral Tendencies
  • Secondary dimensions
  • Diversity Awareness
  • Self-Management (five essential qualities)

Question 70

Question
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.
Answer
  • Secondary dimensions
  • Diversity Awareness
  • Self-Management (five essential qualities)
  • Drive for Success

Question 71

Question
Being committed to the organization and to a purpose beyond themselves, effective followers strive to excel at everything they do.
Answer
  • Authoritarian Leader
  • Change agent
  • Committed (five essential qualities)
  • The God Test

Question 72

Question
occur when someone unfairly favors or prefers a person, culture group, or race to another.
Answer
  • Aspirations
  • Change agents
  • Position Power
  • Social biases

Question 73

Question
a composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission.
Answer
  • Diversity
  • Proficiency
  • Inclusion
  • Coercive power

Question 74

Question
Individuals at this level may or may not be fearful of consequences for not doing much more than people at the membership level. However, they know the benefits of doing more. At this level of commitment, a person's needs and desires (hygiene factors) are still being satisfied, but simultaneously, the person is satisfying many of their needs for social belonging and esteem. They tend to be more involved in the work center and often contribute, but only as long as leadership recognizes their contributions.
Answer
  • Self-Concept level
  • Worry Over Image level
  • Directive change level
  • Performance level

Question 75

Question
Could you justify your actions because of peculiar, special or extraordinary circumstances? Would others view your justification in the same way as you do?
Answer
  • The Situation Test
  • Perspectives
  • Organizational Structure
  • Budget Review (BR)

Question 76

Question
High task, low relationship - (H,L). This kind of leader is very task oriented and hard on his or her workers (autocratic). There's little or no allowance for cooperation or collaboration.
Answer
  • Impoverished Leader
  • Authoritarian Leader
  • Team Leader
  • County Club Leader

Question 77

Question
Government (Taxpayer) funding approved by congress for a specific purpose.
Answer
  • System level rewards
  • The Community Test
  • Diagnosing
  • Appropriation

Question 78

Question
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.
Answer
  • Attitudes
  • Self-Concept
  • Values
  • Ethics

Question 79

Question
This test encourages leaders to think about how his or her actions might look to the outside world.
Answer
  • Shame Test
  • Community Test
  • Situation Test
  • God Test

Question 80

Question
silence, denial, and active participation are
Answer
  • three forms of personality
  • three forms of social dimensions
  • three forms of collusion
  • three forms of positional power

Question 81

Question
Funding, procuring, maintaining, and updating war-related materials are a top military priority to meet today's National Security Strategy objectives.
Answer
  • Energy (resources)
  • Warfare (resources)
  • Finances (RESOURCES)
  • Personnel (RESOURCES)

Question 82

Question
another passive approach that simply ignores any evidence of negative behavior.
Answer
  • Attitudes
  • Values
  • Denial
  • Respect

Question 83

Question
Funding, procuring, maintaining, and updating war-related materials are a top military priority to meet today's National Security Strategy objectives.
Answer
  • Energy (resources)
  • Warfare (resources)
  • Resource Advisor (RA)
  • Personnel (RESOURCES)

Question 84

Question
stems from others' perceptions of your association with people of influence or people that can help both inside and outside of the work center or organization.
Answer
  • Stereotype
  • Information power
  • Connection power
  • Position Power

Question 85

Question
Appropriated funding issued to an organization which represents cash for obligation or spending.
Answer
  • Continuing Resolution Authority (CRA)
  • Manpower Allocation
  • Finance Allocation
  • Financial Management Board (FMB)

Question 86

Question
coercive, connection, reward, and legitimate.
Answer
  • Hierarchy of Needs - Abraham Maslow
  • Four levels of Contemporary Motivation Model
  • Four types of Position power

Question 87

Question
suggests that you gain power and the ability to influence through your education, experience, and job knowledge.
Answer
  • Connection power
  • Expert power
  • Esprit de corps
  • Referent power

Question 88

Question
referent, information, and expert.
Answer
  • Three Essential Qualities of Effective Followership
  • Three types of Position power
  • Personal power in three different forms
  • Personnel (RESOURCES)

Question 89

Question
Any position that declares a certain kind of action (or inaction) to be necessary.
Answer
  • Unit Personnel Management Roster
  • Categorical Imperative
  • Ethical Dilemma
  • Diversity

Question 90

Question
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.
Answer
  • Processes (RESOURCES)
  • Emotional Flexibility
  • Unit Personnel Management Roster (UPMR)
  • Secondary dimensions

Question 91

Question
Making decisions based on personal values/beliefs rather than on military rules, regulations, and codes of conduct.
Answer
  • Worry Over Image
  • Drive for Success
  • Ethical Relativism
  • Loyalty Syndrome
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