NS1 2.2 Leadership
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Bishop Kenny NJROTC NS1

Bishop Kenny NJROTC NS1

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NS1 2.2 Leadership Presentation Transcript

  • 1. UNIT 2 CHAPTER 2 Leadership 1
  • 2. The Two Orientations to Leadership Behavior Being a successful leader requires training and practice, but you can begin to acquire and practice leadership skills right now at: • School • Community 2
  • 3. Now what? A volunteer team forms at your school to help rebuild houses devastated by tornadoes. They elect you as its leader. 3
  • 4. This lesson will provide some advice and guidelines about leadership. 4
  • 5. An important concept to understand is the difference between: • Leadership – the art of influencing and directing people to accomplish the mission • Management – supervising the use of resources to achieve team objectives. In essence, you lead people, and manage things. 5
  • 6. Building good leadership skills takes _______. A. desire and means B. planning and money C. authorization and networking D. training and practice 6
  • 7. Building good leadership skills takes _______. A. desire and means B. planning and money C. authorization and networking D. training and practice 7
  • 8. How does a leader get people to come together to accomplish a mission? 8
  • 9. A leader must base his or her approach to a task on the environment and on the readiness of the team and individual members. 9
  • 10. Readiness How prepared a team member is to carry out a particular task or tasks 10
  • 11. Situational leadership is when a leader must base his or her approach on the situation in which the leader and team find themselves. 11
  • 12. Situational Leadership A leadership model based on the concept that there is no single best way to influence and lead people 12
  • 13. Admiral Admiral Michael G. Mullen Gary Roughead Chairman JCS CNO Situational leadership is flexible and is based on the abilities, knowledge, skills, and motivational level of the team or group the leader is influencing. 13
  • 14. Understanding situational leadership is knowing how you and your people are oriented: are you oriented towards people or towards a task? 14
  • 15. A leader’s approach to a task must take into consideration both the _______ and the readiness of the people. A. resources B. environment C. facilities D. logistics 15
  • 16. A leader’s approach to a task must take into consideration both the _______ and the readiness of the people. A. resources B. environment C. facilities D. logistics 16
  • 17. A leader who is people oriented focuses on interaction with his or her people and uses this to complete the task. Admiral Gary Roughead CNO 17
  • 18. While a leader oriented towards task focuses on the job to be done and how to best use their people to that end. Admiral Michael G. Mullen Chairman JCS 18
  • 19. Orientation Toward People Another name for orientation toward people is relationship behavior. This includes, listening, praising, collaborating, and counseling. 19
  • 20. Relationship Behavior A leader’s engagement in supportive, two-way communication with his or her team members 20
  • 21. People respond better if they feel their leader is supportive and empathetic. A leader who simply issues orders and then criticizes performance will have a hard time gaining their MCPON cooperation. Joe R. Campa Jr. 21
  • 22. Empathetic The action of understanding, being aware of, and being sensitive to the feelings, thoughts, and experiences of another 22
  • 23. Leaders should bear in mind the old expression, ―You catch more flies with honey than you do with vinegar.‖ 23
  • 24. What leadership model is based on the concept that there is no single best way to lead people? A. Conditional B. Environmental C. Situational D. Adaptable 24
  • 25. What leadership model is based on the concept that there is no single best way to lead people? A. Conditional B. Environmental C. Situational D. Adaptable 25
  • 26. What term is used to refer to a leader’s supportive, two-way communication with team members? A. Group dynamics B. Interpersonal communication C. Empathy management D. Relationship behavior 26
  • 27. What term is used to refer to a leader’s supportive, two-way communication with team members? A. Group dynamics B. Interpersonal communication C. Empathy management D. Relationship behavior 27
  • 28. Orientation Toward Task Task behavior focuses on the practical aspects of the job or mission. These behaviors include directing team members on: • What to do • How to do it • When to do it 28
  • 29. Task Behavior The leader’s involvement in defining the duties and responsibilities of an individual or a group 29
  • 30. In his book, Gary Yukl suggests that task behavior has limitations when used alone. That is why task behavior and relationship behavior must go hand in hand. 30
  • 31. When it comes to task behavior, a leader should survey the needs and abilities of his or her followers and then choose a leadership style accordingly. 31
  • 32. If, as leader of the tornado-relief volunteers, you knew that: • Maria was a self-starter and needed little motivation, you would make sure she understood her task and get out of her way. You would allow her to work independently. 32
  • 33. If, as leader of the tornado-relief volunteers, you knew that: • Randy seemed uncertain about how to accomplish his task, you would step in and use task behavior to give Randy instructions, training, and guidance. 33
  • 34. Four Leadership Styles Task behavior and relationship behavior are distinct, but complementary, leadership behaviors. These four styles make up the leadership grid. 34
  • 35. The Leadership Grid Participating Selling Style 3 Style 2 High Relationship High Task Orientation Orientation High Relationship Low Task Orientation Orientation Delegating Telling Style 4 Style 1 Low Relationship High Task Orientation Orientation Low Relationship Low Task Orientation Orientation 35
  • 36. True or False: Team members are apt to be more cooperative if the leader simply issues orders and criticizes their performance because they will want to earn his/her approval. 36
  • 37. True or False: Team members are apt to be more cooperative if the leader simply issues orders and criticizes their performance because they will want to earn his/her approval. False 37
  • 38. Telling (Style I) A leader provides specific instructions and closely supervises task accomplishment. This has a high task orientation and low relationship orientation. 38
  • 39. Telling (Style I) Typical telling behaviors include: • Directing others on what to do • Supervising them closely • Following up to ensure they complete their tasks. 39
  • 40. Selling (Style 2) A leader closely supervises task accomplishment, but explains decisions, solicits suggestions, and supports progress. This has a high task orientation and a high relationship orientation. 40
  • 41. Selling (Style 2) Typical selling behaviors include: • Supervising closely • Following up • Explaining relationships between tasks and team goals • Encouraging questions • Supporting progress. 41
  • 42. Participating (Style 3) A leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision-making with them. Participating leaders have a high relationship orientation but a low task orientation. 42
  • 43. Participating (Style 3) Participating behaviors include: • Asking team members for ideas • Encouraging others to try out their ideas • Allowing others to structure their tasks • Sharing control and accountability. 43
  • 44. Delegating (Style 4) A leader turns over the authority for decision- making and problem solving to subordinates. Delegating leaders have both a low relationship orientation and a low task orientation. 44
  • 45. Delegating (Style 4) Remember that you can delegate authority, 45 but you cannot delegate responsibility.
  • 46. Delegating (Style 4) Delegating behaviors include: • Setting task boundaries • Letting others make their own decisions • Allowing members to chart their own courses of action • Giving group members the freedom they need to do the job well • Providing help when asked • Monitoring progress 46
  • 47. In what leadership style do the behaviors include close supervision, follow-up, explanations about tasks and goals, encouragement of questions, and support of progress? A. Telling B. Delegating C. Selling D. Participating 47
  • 48. In what leadership style do the behaviors include close supervision, follow-up, explanations about tasks and goals, encouragement of questions, and support of progress? A. Telling B. Delegating C. Selling D. Participating 48
  • 49. In what leadership style does the leader have a low relationship orientation and a low task orientation? A. Delegating B. Selling C. Telling D. Participating 49
  • 50. In what leadership style does the leader have a low relationship orientation and a low task orientation? A. Delegating B. Selling C. Telling D. Participating 50
  • 51. LEADERSHIP ETIQUETTE Successful Leaders… 1. Will make decisions that will improve the entire group or organization rather than just themselves 51
  • 52. Leadership Successful Leaders… 1. Will make decisions that will improve the entire group or organization rather than just themselves 2. Realize that they also have a superior; no one is ever elected to an office or level where they have no one to be accountable to 52
  • 53. Leadership Successful Leaders… 3. Are examples of fair play, integrity, and dependability 53
  • 54. Leadership Successful Leaders… 3. Are examples of fair play, integrity, and dependability 4. Will genuinely listen to the needs, feedback and suggestions of all the members of the organization and not just a select few 54
  • 55. Leadership Successful Leaders… 5. Understand that a leadership position is not a position of glory and popularity, but a position of responsibility. 55
  • 56. The decisions successful leaders make enhance the entire organization, not just _______. A. their team B. themselves C. their division D. their managers 56
  • 57. The decisions successful leaders make enhance the entire organization, not just _______. A. their team B. themselves C. their division D. their managers 57
  • 58. Leadership Successful Leaders… 5. Understand that a leadership position is not a position of glory and popularity, but a position of responsibility 6. Are willing to roll up their sleeves and help other members of the organization when things get tough 58
  • 59. Leadership Successful Leaders… 7. Know that they cannot be successful without the work, support, and loyalty of all members of the organization 59
  • 60. Leadership Successful Leaders… 7. Know that they cannot be successful without the work, support, and loyalty of all members of the organization 8. Will sacrifice personal glory and recognition so that it may be shared equally with all of the followers 60
  • 61. Leadership Successful Leaders… 9. Work for the success of the entire organization and not for personal gain 61
  • 62. Leadership Successful Leaders… 9. Work for the success of the entire organization and not for personal gain 10. Know that whatever power they may possess was given by the members of the organization. If improperly used, this power can be swept away and given to someone else. 62
  • 63. True or False: Successful leaders listen to the suggestions, feedback, and needs of only a few trusted team members. 63
  • 64. True or False: Successful leaders listen to the suggestions, feedback, and needs of only a few trusted team members. False 64
  • 65. Primary Factors of The Leadership Situation You lead people and you manage things. The situation the team finds itself in will dictate how much time the leader must devote to each activity. 65
  • 66. Leaders approach each leadership situation by considering four factors: • Mission • People • Leadership style • Environment 66
  • 67. The Mission Most missions involve many tasks. The leader must define the mission and set goals for completing the different parts of the team’s tasks. 67
  • 68. The leader’s job is to translate this mission into goals that the team members will accept and understand. 68
  • 69. A leader should involve team members in setting goals. The goals the leader and team set must be challenging but attainable. Unrealistic goals: • Frustrate even the most dedicated while • Frivolous goals reduce belief in the mission’s worth. 69
  • 70. A leader’s role is to set standards of job performance and to communicate them to the team. These standards must be reasonable, consistent with mission, and clearly defined for every individual. 70
  • 71. If a team member ignores the standards, the leader must determine the reason and move quickly to correct the situation through training or, if needed, administrative or disciplinary action to prevent the spread of the behavior. 71
  • 72. What action should a leader take for those who ignore job performance standards? A. Accept the reality of such individuals. B. Give them another assignment. C. Take swift corrective action. D. Formulate an incentive plan. 72
  • 73. What action should a leader take for those who ignore job performance standards? A. Accept the reality of such individuals. B. Give them another assignment. C. Take swift corrective action. D. Formulate an incentive plan. 73
  • 74. The People As a leader, you must be sensitive to people because after all, people perform the mission. You cannot get the most out of people on your team unless you first know their abilities. 74
  • 75. Ability has two main elements: • Training • Experience 75
  • 76. Training You should assess each team member’s level of training. No matter how committed followers are to the mission, they cannot contribute to it if they lack proper training. 76
  • 77. Experience A leader, should know the: • background • experience • ability of each team member regarding every task assigned them. 77
  • 78. Keep in mind, while making assignments seniority or rank may be a good overall indicator, but the person may never have done a certain job or been in a particular environment before. 78
  • 79. A leader must know the _______ of the members of their team before he/she can get the best performance out of them. A. family situations B. expectations C. personal goals D. abilities 79
  • 80. A leader must know the _______ of the members of their team before he/she can get the best performance out of them. A. family situations B. expectations C. personal goals D. abilities 80
  • 81. The Leadership Style Successful leaders adapt their leadership style to meet the mission demands and to reflect the abilities and experience of their people, but in choosing a leadership style, good leaders also take into account their own individual strengths and weaknesses. 81
  • 82. The Leadership Style For example: • If you communicate well but don’t like public speaking, use personal conferences as much as possible. • If you write well, take advantage of the skill by writing letter of appreciation, or other forms of correspondence. • If you’re adept at leading discussions, bring people together to solve problems. 82
  • 83. Your leadership style must correspond to your team members’ knowledge, abilities, and skills. 1. When one or more of your team members doesn’t know how to do the job, you must spend much time giving that member guidance and support. 83
  • 84. Your leadership style must correspond to your team members’ knowledge, abilities, and skills. 2. If your team members are able but lack motivation, let them participate in planning the task. Motivate them by maintaining a professional working relationship. With this encouragement from you, they’ll soon show greater motivation. 84
  • 85. Your leadership style must correspond to your team members’ knowledge, abilities, and skills. 3. If your team members have extensive experience and are enthusiastic about the task, provide them greater freedom. If they are on the track toward meeting your goals and objectives, let them complete their task in the way they choose. As the leader, you are still responsible for the mission, so be sure to monitor the group’s progress. 85
  • 86. The Environment There’s no way to plan for every possible outcome. Good leaders know a leadership method that worked in one situation with one group may not work with the same group Admiral in a different Michael G. Mullen environment. Chairman JCS 86
  • 87. Think again about the volunteer team formed at your school to help the tornado victims. Even if the team is great, it will encounter problems which will develop and create a new and unpredictable environment that the group’s leader will have to deal with. 87
  • 88. Think again about the volunteer team formed at your school to help the tornado victims. As a leader, you must alter your leadership behavior as necessary to accommodate changes in the mission’s environment. The key is to stay flexible and adapt to the situation you face. 88
  • 89. A good leader will choose a leadership style that takes into account his/her own _______. A. goals B. strengths and weaknesses C. comfort zone D. ambitions 89
  • 90. A good leader will choose a leadership style that takes into account his/her own _______. A. goals B. strengths and weaknesses C. comfort zone D. ambitions 90
  • 91. If a leader realizes that he/she is not comfortable in the role of public speaker, which of these adaptations would best compensate for that weakness? A. Ask a team member skilled in public speaking to take over this responsibility B. Communicate with group members only in writing C. Meet with the team members in small groups D. Hold large meetings anyway even if they are not particularly effective 91
  • 92. If a leader realizes that he/she is not comfortable in the role of public speaker, which of these adaptations would best compensate for that weakness? A. Ask a team member skilled in public speaking to take over this responsibility B. Communicate with group members only in writing C. Meet with the team members in small groups D. Hold large meetings anyway even if they are not particularly effective 92
  • 93. Six Traits of an Effective Leader Effective leaders have certain distinguishing characteristics, or traits, that make up the foundation of their approach to their work. MCPON Joe R. Campa Jr. 93
  • 94. Character is who you are 24 hours a day, seven days a week, regardless of: • Where you are • Who you are with • Who might be MCPON watching. Joe R. Campa Jr. 94
  • 95. Many traits go into building a strong character. As a future leader, there are six traits that are essential for your success. They are: • Integrity • Loyalty • Commitment • Energy • Decisiveness • Selflessness 95
  • 96. Integrity Having integrity means establishing a set of values and adhering to them. This is the combination of sound moral principles, truthfulness, and honesty. 96
  • 97. How can you spot integrity? A leader who has an opportunity to pass off an unpleasant task to a sleeping team member follows the schedule and fairly assigns the task to the next person on the list. 97
  • 98. How can you spot integrity? The leader decides to counsel, rather than punish, the sleeping team member. A leader with integrity treats all team members fairly, putting aside personal feelings. 98
  • 99. Loyalty This is the ability to remain faithful to your superiors, peers, and subordinates. Only when leaders are loyal to their team can they expect the team to be loyal to them. 99
  • 100. An individual’s _______ defines him/her as a leader and serves as the basis for decisions and treatment of others. A. character B. background C. experience D. personality 100
  • 101. An individual’s _______ defines him/her as a leader and serves as the basis for decisions and treatment of others. A. character B. background C. experience D. personality 101
  • 102. Commitment Dedicated service is the hallmark of the leader. A leader must demonstrate total dedication to the United States, the Navy, and the team. Commitment, a Navy Core Value, is contagious. 102
  • 103. An example of commitment: The leader calls on the team to rally around a team member who’s having personal problems. Under their leader’s guidance, team members stand united to act if a fellow team member asks for help. 103
  • 104. No team member takes on this role of support alone. The leader asks team members to express their own commitment, not only to the team member in trouble, but to the team 104 as a unit.
  • 105. Energy Admiral General Arleigh Burke Colin Powell Energy is an enthusiasm and drive to take the initiative. Throughout history, successful leaders have had the perseverance and stamina to stay the course and get the job done. 105
  • 106. You can fail, despite your talents, if you don’t use all your energy to finish the job. Applying your energy to the team and its mission is the key to success. 106
  • 107. An example of energy is holding a scheduled outdoor training session, during an unexpected snowstorm. The leader reminds the team that the training is essential to prepare for its mission. Rather than cancel the training, the leader encourages team members to relish the opportunity to come together in adversity to perform. 107
  • 108. A leader should be a model of _______ toward the U.S. and to the Navy, but also to the team, which might be displayed by asking for a show of support for a team member who is ill. A. commitment B. energy C. decisiveness D. integrity 108
  • 109. A leader should be a model of _______ toward the U.S. and to the Navy, but also to the team, which might be displayed by asking for a show of support for a team member who is ill. A. commitment B. energy C. decisiveness D. integrity 109
  • 110. Decisiveness Decisiveness is a willingness to act then have the self-confidence to make timely decisions and communicate those decisions to the team. 110
  • 111. Decisiveness includes the willingness to accept responsibility for the outcome of one’s acts. Leaders are always accountable—when things go wrong as well as when they go right. President George W. Bush 111
  • 112. A team leader has five team members but only three slots in a training program. The leader assesses the team members individually and decides which three will benefit most from the training. In private, the leader tells each member of the decision and gives reasons for it. 112
  • 113. A team leader has five team members but only three slots in a training program. Because the decision was made fairly, the two team members not selected should respect the decision just as much as the members who are chosen do. All members know that the leader made the decision based on careful thought, not on personal preference. 113
  • 114. Selflessness Selflessness is the ability to sacrifice personal needs and wants for a greater cause. 114
  • 115. Leaders put accomplishing their mission and caring for their people before their own welfare or desires. Willingness to sacrifice is essential to military service. 115
  • 116. Selflessness includes the courage to face and overcome difficulties and physical dangers. This includes the need to make difficult decisions. 116
  • 117. What term is used to refer to a willingness to act? A. Commitment B. Energy C. Motivation D. Decisiveness 117
  • 118. What term is used to refer to a willingness to act? A. Commitment B. Energy C. Motivation D. Decisiveness 118
  • 119. Personal Qualities of an Effective Leader Personal qualities common in a successful leader: • Courage • Confidence • Sense of • Sense of humor responsibility • Tact • Set the example • Common sense • Self-Discipline 119
  • 120. Courage A good leader has the moral courage to make difficult decisions. A leader with moral courage has the strength of character to confront a tough situation head-on rather than pass the buck to someone else and refuse to decide. 120
  • 121. Courage and strength of character are essential to effective leadership. That’s one reason courage is a Navy core value. 121 121
  • 122. Responsibility Good leaders are responsible and accountable for their actions. You must be willing to answer to your superiors as well as to your followers. 122
  • 123. The Ability to Set an Example A good leader must always set a good example in standard of performance, conduct, and appearance. Lack of self-control in a leader destroys a unit’s cohesion and impairs its ability to perform. 123
  • 124. Effective leaders must demonstrate moral _______ to make tough decisions and face difficulties, rather than pass the buck. A. courage B. energy C. integrity D. control 124
  • 125. Effective leaders must demonstrate moral _______ to make tough decisions and face difficulties, rather than pass the buck. A. courage B. energy C. integrity D. control 125
  • 126. Self-Discipline There will always be rules, and you will be expected to be disciplined enough to follow them. If you do not provide your own discipline (self-discipline), someone else will usually have to provide it for you. 126
  • 127. A good leader will always be dependable and willing to fulfill responsibilities without the need of direct supervision. 127 127
  • 128. Self-Confidence A good leader knows self, abilities, and is decisive. 128
  • 129. You must practice your leadership skills to develop them. The NJROTC program offers you numerous opportunities to practice leadership skills and develop self- confidence. 129
  • 130. A Sense of Humor A good leader must be friendly and have the ability to see humor in a situation. Sometimes, as the old saying goes, laughter is the best medicine. 130
  • 131. So that they can meet standards and comply with rules and regulations in many areas of life, young people must provide their own _______, or someone else will have to do it for them. A. energy B. discipline C. knowledge D. organization 131
  • 132. So that they can meet standards and comply with rules and regulations in many areas of life, young people must provide their own _______, or someone else will have to do it for them. A. energy B. discipline C. knowledge D. organization 132
  • 133. Tact A good leader has the ability to deal with others in a respectful manner. 133
  • 134. The leader who displays tact in dealing with others encourages courteous treatment in return. 134
  • 135. The use of tact is very important in times of stress, such as when you are criticizing a subordinate. 135
  • 136. The sarcastic or ―smart aleck‖ approach usually does not create a positive response to directions or orders. 136
  • 137. Common Sense Good leaders try to make the right choices and treat others as they would like to be 137 treated.
  • 138. Questions to ask yourself when making choices: • If I do what I’m thinking of doing, would I be willing to have my action enacted into law and required of everyone? 138
  • 139. • If I were considering using someone else for my own personal gain, would I allow myself to be used in that way? 139
  • 140. • Would I be willing to explain to a jury why I chose this action? 140
  • 141. • Would I do this if I knew it would be on tonight’s television news? 141
  • 142. • What would I think of this action if my worst enemy did it? 142
  • 143. • If my reason for acting this way is that everyone else does it, would I do it if no one else did it? 143
  • 144. • Would I do this if I knew I would have to explain my reasons to my family? 144
  • 145. • Would I be content with this action if my boss or a member of my family did the same thing? 145
  • 146. • Would I be content to have each of my followers behave exactly as I intend to in this situation? 146
  • 147. • My team could win the game by violating a rule. Before I call this play, would I be upset if the losing team took the same action? 147
  • 148. • If what I do hurts no one very much, would I be willing to let everyone do the same thing? 148
  • 149. • If there is very little harm in what I want to do, what kind of person will I become if it gets to be a habit? 149
  • 150. If a leader uses _______, he/she treats others courteously and respectfully, especially in situations where he/she must criticize a subordinate. A. a sense of humor B. empathy C. tact D. self-control 150
  • 151. If a leader uses _______, he/she treats others courteously and respectfully, especially in situations where he/she must criticize a subordinate. A. a sense of humor B. empathy C. tact D. self-control 151
  • 152. True or False: Being sarcastic or insensitive is the opposite of using tact. 152
  • 153. True or False: Being sarcastic or insensitive is the opposite of using tact. True 153
  • 154. Qualifications for Leadership Former CNO Admiral George W. Anderson Jr. lists these qualifications in judging officers’ abilities as leaders: • ACHIEVEMENTS - They produce results; many are industrious. The effectiveness of the work serves as a measure of their achievements. 154
  • 155. • ABILITY TO MAKE DECISIONS - They evaluate information, analyze the problem, and then integrate the two into a sound and incisive decision. (This is closely allied to achievement.) 155
  • 156. • PERSONAL APPEARANCE - They take pride in every detail of their personal appearance. 156
  • 157. • MILITARY BEARING - They conduct themselves in a professional military manner 24 hours a day, every day. 157
  • 158. • MENTAL ALERTNESS - They give continual attention to detail coupled with an awareness of the big picture. 158
  • 159. • ABILITY TO EXPRESS SELF - They express themselves clearly, orally and in writing, to communicate their ideas and decisions. 159
  • 160. • BEING A GOOD SHIPMATE - They do not lose sight of their relationships with others in the Navy. They realize they can be effective only through others. 160
  • 161. • IMAGINATION - They use their imagination and initiative to improve the task performance of their entire unit as well as their own performance. 161
  • 162. • KNOWLEDGE OF THE JOB - They have a complete mastery of their job plus a detailed knowledge of all its responsibilities, including those of subordinates. 162
  • 163. • MANNER OF PERFORMANCE - They know themselves, the job, the enlisted personnel, and the immediate situation. They use four approaches to get this done: 1. Personally do it 2. Drive others to do it 3. Inspire others to do it 4. Combine the three in the best manner. 163
  • 164. • SOCIAL GRACE - They know the rules of social etiquette, such as which fork to use; but more importantly, they know how to show a sincere interest in the people they meet. 164
  • 165. • SENSE OF HUMOR - They keep everything in the proper perspective; they distinguish between the important and the trivial. 165
  • 166. • PERSONAL BEHAVIOR - They reflect integrity and honor in every facet of their behavior. 166
  • 167. Former Chief of Naval Operations Adm. George W. Anderson Jr. states that effective leaders go further than knowing rules of social etiquette, that they show a _______ interest in those they meet. A. lively B. polite C. sincere D. special 167
  • 168. Former Chief of Naval Operations Adm. George W. Anderson Jr. states that effective leaders go further than knowing rules of social etiquette, that they show a _______ interest in those they meet. A. lively B. polite C. sincere D. special 168
  • 169. True or False: Former Chief of Naval Operations Adm. George W. Anderson Jr. believes that effective leaders use their imaginations. 169
  • 170. True or False: Former Chief of Naval Operations Adm. George W. Anderson Jr. believes that effective leaders use their imaginations. True 170
  • 171. Leadership Opportunities in NJROTC One of the many benefits of participating in NJROTC is the many opportunities you have to develop and practice your leadership skills. 171
  • 172. Unit Organization 172
  • 173. Organization of Small Units 173
  • 174. Organization of Large Units 174
  • 175. 175
  • 176. Units with more than _______ cadets are organized into a battalion that has two or more companies. A. 99 B. 125 C. 150 D. 175 176
  • 177. Units with more than _______ cadets are organized into a battalion that has two or more companies. A. 99 B. 125 C. 150 D. 175 177
  • 178. A unit will usually have a: • Color guard 178
  • 179. • Drill Team 179
  • 180. • Armed Drill Team 180
  • 181. • Rifle Team 181
  • 182. A unit could have an: • Academic Team 182
  • 183. • Pistol Team 183
  • 184. • Orienteering Team 184
  • 185. • Drum and Bugle Corps 185
  • 186. • Athletic Team Each team normally has a cadet as team captain or commander. 186
  • 187. Most NJROTC units have at least three teams, including a color guard team, a drill team, and a _______. A. drum and bugle corps B. pistol team C. orienteering team D. rifle team 187
  • 188. Most NJROTC units have at least three teams, including a color guard team, a drill team, and a/an _______. A. drum and bugle corps B. pistol team C. orienteering team D. rifle team 188
  • 189. Sample Leadership Position Descriptions NJROTC Enlisted Rates Seaman Petty Officer Chief 189
  • 190. Captain Commander Lieutenant NJROTC Commander Officer Lieutenant Ranks Lieutenant (Junior Grade) Ensign 190
  • 191. CADET CAPTAIN • The collar device is six attached gold bars. • The highest rank that can be attained by a cadet in NJROTC. • Assignment as regimental commander (only if 300 or more cadets). 191
  • 192. Company/Battalion Commander 192
  • 193. Company/Battalion Commander: • Accountable for appearance, discipline, efficiency, training, performance, and conduct of the unit • Ensures that all cadets are afforded opportunities for leadership in accordance with their experience and ability • Carries out the orders of the naval science instructors 193
  • 194. Executive Officer 194
  • 195. Executive Officer: • Acts in place of the Company Commander, if required • Supervises the unit staff • Carries out all tasks assigned by the Company Commander 195
  • 196. Operations Officer 196
  • 197. Operations Officer: • Schedules and coordinates all activities of the unit • Prepares a unit annual, monthly, and weekly calendar of activities 197
  • 198. What officer ensures that suitable leadership opportunities are available for all cadets? A. Company Commander B. Administrative Officer C. Operations Officer D. Executive Officer 198
  • 199. What officer ensures that suitable leadership opportunities are available for all cadets? A. Company Commander B. Administrative Officer C. Operations Officer D. Executive Officer 199
  • 200. Administrative Officer Administrative Officer: • Keeps unit administrative files and records • Ensures that all unit reports are prepared and submitted as required • Prepares all unit correspondence 200
  • 201. Supply Officer 201
  • 202. Supply Officer: • Inventories, orders, and issues all unit supplies and equipment • Orders, stores, inventories, and accounts for all uniform items • Maintains appearance, security, and control of unit storeroom 202
  • 203. Platoon Commander 203
  • 204. Platoon Commander: • Accountable for appearance, discipline, training, performance, and conduct of platoon members • Ensures that all members of the platoon are afforded opportunities for leadership in accordance with their experience and ability • Carries out the orders of the Company Commander 204
  • 205. Team Captains Armed Drill Color Guard 205 Unarmed Drill Athletics
  • 206. Team Captains: • Accountable for the selection, training, motivation, and performance of the assigned team members • Coordinates all team activities with the Operations Officer • Carries out orders and duties as assigned by the Company Commander 206
  • 207. What officer maintains files, prepares correspondence, and ensures the timely submission of reports? A. Administrative Officer B. Executive Officer C. Operations Officer D. Supply Officer 207
  • 208. What officer maintains files, prepares correspondence, and ensures the timely submission of reports? A. Administrative Officer B. Executive Officer C. Operations Officer D. Supply Officer 208
  • 209. Conclusion Scaling the Herndon monument by first year Naval Academy plebes. The job is dirty, tiring, and strenuous. No one midshipman ever reaches the top by him or herself. This ritual is a symbol—not of how one person can scramble to the top solo—but of how Navy teamwork and successful leadership get things done. 209
  • 210. You can be a leader! Working to nurture the qualities of successful leadership in your own character is essential to becoming a leader. This process takes work, but the effort will be well worth it. 210
  • 211. What term is used to refer to the art of influencing and directing people in order to accomplish a mission? A. Guidance B. Management C. Leadership D. Supervision 211
  • 212. What term is used to refer to the art of influencing and directing people in order to accomplish a mission? A. Guidance B. Management C. Leadership D. Supervision 212
  • 213. What term is used to refer to directing the use of resources to achieve team objectives? A. Logistics B. Leadership C. Development D. Management 213
  • 214. What term is used to refer to directing the use of resources to achieve team objectives? A. Logistics B. Leadership C. Development D. Management 214
  • 215. What leadership style is based on the idea that there is no one best way to lead and influence people and is flexible because it is dependent upon the people and the task? A. Situational B. Adaptable C. Environmental D. Conditional 215
  • 216. What leadership style is based on the idea that there is no one best way to lead and influence people and is flexible because it is dependent upon the people and the task? A. Situational B. Adaptable C. Environmental D. Conditional 216
  • 217. A leader who is oriented toward the _______ analyzes how best to use the people to get the job done. A. people B. task C. organization D. environment 217
  • 218. A leader who is oriented toward the _______ analyzes how best to use the people to get the job done. A. people B. task C. organization D. environment 218
  • 219. A leader who is oriented toward the _______ uses his/her interaction with the individual team members to get the job done. A. task B. organization C. people D. mission 219
  • 220. A leader who is oriented toward the _______ uses his/her interaction with the individual team members to get the job done. A. task B. organization C. people D. mission 220
  • 221. What term is used to refer to a leader’s supportive, two-way communication with team members? A. Relationship behavior B. Task behavior C. Empathy management D. Group dynamics 221
  • 222. What term is used to refer to a leader’s supportive, two-way communication with team members? A. Relationship behavior B. Task behavior C. Empathy management D. Group dynamics 222
  • 223. If a leader shows understanding, awareness, and sensitivity toward team members, he/she is being _______. A. cooperative B. charismatic C. tactful D. empathetic 223
  • 224. If a leader shows understanding, awareness, and sensitivity toward team members, he/she is being _______. A. cooperative B. charismatic C. tactful D. empathetic 224
  • 225. What term is used to refer to a leader’s involvement in defining the team’s job and includes direction on what to do, when to do it, and how to do it? A. Managerial behavior B. Task behavior C. Situational behavior D. Relationship behavior 225
  • 226. What term is used to refer to a leader’s involvement in defining the team’s job and includes direction on what to do, when to do it, and how to do it? A. Managerial behavior B. Task behavior C. Situational behavior D. Relationship behavior 226
  • 227. In what leadership style does the leader provide specific instructions and close supervision, with a high task orientation and a low relationship orientation? A. Delegating B. Participating C. Selling D. Telling 227
  • 228. In what leadership style does the leader provide specific instructions and close supervision, with a high task orientation and a low relationship orientation? A. Delegating B. Participating C. Selling D. Telling 228
  • 229. In what leadership style does the leader closely supervise task completion and give explanations and chances for team members to ask questions, with a high task orientation and a high relationship orientation? A. Participating B. Telling C. Selling D. Delegating 229
  • 230. In what leadership style does the leader closely supervise task completion and give explanations and chances for team members to ask questions, with a high task orientation and a high relationship orientation? A. Participating B. Telling C. Selling D. Delegating 230
  • 231. In what leadership style does the leader advance efforts toward task completion by soliciting ideas from and giving decision-making responsibility to team members, with a high relationship orientation and a low task orientation? A. Participating B. Delegating C. Selling D. Telling 231
  • 232. In what leadership style does the leader advance efforts toward task completion by soliciting ideas from and giving decision-making responsibility to team members, with a high relationship orientation and a low task orientation? A. Participating B. Delegating C. Selling D. Telling 232
  • 233. In what leadership style does the leader hand over decision-making responsibility, problem solving, and implementation to team members, with a low relationship orientation and a low task orientation? A. Telling B. Delegating C. Selling D. Participating 233
  • 234. In what leadership style does the leader hand over decision-making responsibility, problem solving, and implementation to team members, with a low relationship orientation and a low task orientation? A. Telling B. Delegating C. Selling D. Participating 234
  • 235. Which of the following statements about leaders is NOT true? A. According to leadership etiquette, a successful leader pitches in and helps when times get hard. B. Successful leaders know that their power comes from within, and it can never be taken away. C. Successful leaders understand that leadership is a responsibility, not a position of glory and popularity. D. Successful leaders are aware that they, like everyone else, are accountable to 235 someone.
  • 236. Which of the following statements about leaders is NOT true? A. According to leadership etiquette, a successful leader pitches in and helps when times get hard. B. Successful leaders know that their power comes from within, and it can never be taken away. C. Successful leaders understand that leadership is a responsibility, not a position of glory and popularity. D. Successful leaders are aware that they, like everyone else, are accountable to 236 someone.
  • 237. A leader must establish _______ that are reasonable and clearly defined, recognizing those who meet them and correcting those who do not. A. self-assessment methods B. backup plans C. job performance standards D. rewards systems 237
  • 238. A leader must establish _______ that are reasonable and clearly defined, recognizing those who meet them and correcting those who do not. A. self-assessment methods B. backup plans C. job performance standards D. rewards systems 238
  • 239. Even if team members’ commitment level is high, if they do not have adequate _______ for the mission they cannot fully contribute. A. incentives B. physical endurance C. accountability D. training 239
  • 240. Even if team members’ commitment level is high, if they do not have adequate _______ for the mission they cannot fully contribute. A. incentives B. physical endurance C. accountability D. training 240
  • 241. An individual’s _______ is constant, and defines him/her as a leader, serves as the basis for decisions and treatment of others. A. character B. personality C. background D. experience 241
  • 242. An individual’s _______ is constant, and defines him/her as a leader, serves as the basis for decisions and treatment of others. A. character B. personality C. background D. experience 242
  • 243. After a team is assigned a mission, the leader should take all of the following actions except which one? A. Ensure that goals are both challenging and attainable so that team members will not become frustrated B. Divide the mission into goals that the members will accept and understand C. Include a few trivial, easily accomplished goals since they will provide impetus for completing the others D. Allow team members to help set the goals because they will then support them more enthusiastically 243
  • 244. After a team is assigned a mission, the leader should take all of the following actions except which one? A. Ensure that goals are both challenging and attainable so that team members will not become frustrated B. Divide the mission into goals that the members will accept and understand C. Include a few trivial, easily accomplished goals since they will provide impetus for completing the others D. Allow team members to help set the goals because they will then support them more enthusiastically 244
  • 245. What course of action should a leader take with team members who do not know how to do the job? A. Encourage them by allowing them to participate in the planning B. Spend a great deal of time giving them guidance and support C. Give them plenty of freedom initially to see if they can become self- sufficient D. Handle them exactly the same as all other group members to avoid the 245 appearance of favoritism
  • 246. What course of action should a leader take with team members who do not know how to do the job? A. Encourage them by allowing them to participate in the planning B. Spend a great deal of time giving them guidance and support C. Give them plenty of freedom initially to see if they can become self- sufficient D. Handle them exactly the same as all other group members to avoid the 246 appearance of favoritism
  • 247. What course of action should a leader take with team members who are experienced and enthusiastic about their assignments? A. Encourage them by allowing them to participate in the planning B. Spend time giving them subtle guidance so that they will clearly realize who is in charge C. Handle them exactly the same as all other group members to avoid the appearance of favoritism D. Allow them to complete their tasks however they choose while monitoring 247 their progress
  • 248. What course of action should a leader take with team members who are experienced and enthusiastic about their assignments? A. Encourage them by allowing them to participate in the planning B. Spend time giving them subtle guidance so that they will clearly realize who is in charge C. Handle them exactly the same as all other group members to avoid the appearance of favoritism D. Allow them to complete their tasks however they choose while monitoring 248 their progress
  • 249. A leader with _______ is whole in body, mind, and spirit and treats all team members fairly, no matter his/her personal feelings toward them. A. integrity B. selflessness C. loyalty D. commitment 249
  • 250. A leader with _______ is whole in body, mind, and spirit and treats all team members fairly, no matter his/her personal feelings toward them. A. integrity B. selflessness C. loyalty D. commitment 250
  • 251. What term is used to refer to a willingness to act? A. Commitment B. Energy C. Decisiveness D. Motivation 251
  • 252. What term is used to refer to a willingness to act? A. Commitment B. Energy C. Decisiveness D. Motivation 252
  • 253. A leader who is _______ shows faithfulness and allegiance to colleagues, whether they are peers, superiors, or subordinates and knows he/she cannot expect it from them if they do not receive it from him/her. A. selfless B. decisive C. loyal D. empathetic 253
  • 254. A leader who is _______ shows faithfulness and allegiance to colleagues, whether they are peers, superiors, or subordinates and knows he/she cannot expect it from them if they do not receive it from him/her. A. selfless B. decisive C. loyal D. empathetic 254
  • 255. A leader’s _______ is the enthusiasm, perseverance, and stamina he/she brings to a task. A. motivation B. energy C. decisiveness D. commitment 255
  • 256. A leader’s _______ is the enthusiasm, perseverance, and stamina he/she brings to a task. A. motivation B. energy C. decisiveness D. commitment 256
  • 257. What term is used to refer to the sacrifice of personal needs and wants for a greater good? A. Selflessness B. Loyalty C. Empathy D. Commitment 257
  • 258. What term is used to refer to the sacrifice of personal needs and wants for a greater good? A. Selflessness B. Loyalty C. Empathy D. Commitment 258
  • 259. If a leader uses _______, he/she treats others courteously and respectfully, especially in situations where he/she must criticize a subordinate. A. empathy B. tact C. a sense of humor D. self-control 259
  • 260. If a leader uses _______, he/she treats others courteously and respectfully, especially in situations where he/she must criticize a subordinate. A. empathy B. tact C. a sense of humor D. self-control 260
  • 261. Since a leader sets the standards for conduct and performance by personal example, team members will _______ him/her. A. criticize B. ignore C. admire D. imitate 261
  • 262. Since a leader sets the standards for conduct and performance by personal example, team members will _______ him/her. A. criticize B. ignore C. admire D. imitate 262
  • 263. Former Chief of Naval Operations Adm. George Anderson states that effective leaders go further than knowing rules of social etiquette, that they show a _______ interest in those they meet. A. polite B. special C. sincere D. dignified 263
  • 264. Former Chief of Naval Operations Adm. George Anderson states that effective leaders go further than knowing rules of social etiquette, that they show a _______ interest in those they meet. A. polite B. special C. sincere D. dignified 264
  • 265. NJROTC units with 151-299 cadets are organized into a _______. A. company B. battalion C. regiment D. platoon 265
  • 266. NJROTC units with 151-299 cadets are organized into a _______. A. company B. battalion C. regiment D. platoon 266
  • 267. What officer maintains files, prepares correspondence, and ensures the timely submission of reports? A. Administrative Officer B. Executive Officer C. Operations Officer D. Supply Officer 267
  • 268. What officer maintains files, prepares correspondence, and ensures the timely submission of reports? A. Administrative Officer B. Executive Officer C. Operations Officer D. Supply Officer 268
  • 269. What officer oversees the appearance, discipline, and conduct of the unit and ensures that suitable leadership opportunities are available for all cadets? A. Administrative Officer B. Platoon Commander C. Executive Officer D. Company Commander 269
  • 270. What officer oversees the appearance, discipline, and conduct of the unit and ensures that suitable leadership opportunities are available for all cadets? A. Administrative Officer B. Platoon Commander C. Executive Officer D. Company Commander 270