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Leadership
Posted: Thursday, March 5, 2009
1.
What does FM 6-22 cover?
Army Leadership (Competent, Confident and Agile)
2.
What does FM 7-0 cover?
Training the force
3.
Define Leadership.
Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
(FM 6-22 Oct 2006 / A-1 / PDF 145)
4.
What is purpose?
Purpose gives subordinates the reason to act in order to achieve a desired outcome.
(FM 6-22 Oct 2006 / 1-8 / PDF 12)
5.
What is direction?
Providing clear direction involves communicating how to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard.
(FM 6-22 Oct 2006 / 1-10 / PDF 12)
6.
What is motivation?
Motivation supplies the will to do what is necessary to accomplish a mission.
(FM 6-22 Oct 2006 / 1-12 / PDF 12)
7.
Describe the "Be, Know and Do".
Army leadership begins with what the leader must BE, the values and attributes that shape a leader's character. Your skills are those things you KNOW how to do, your competence in
everything from the technical side of your job to the people skills a leader requires. But character and knowledge while absolutely necessary are not enough. You cannot be effective, you cannot be a leader, until you apply what you know, until you act and DO what you must.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)
8.
What are the three principal ways that leaders can develop others through which they provide
knowledge and feedback?
- Counseling
- Coaching
- Mentoring
(FM 6-22 Oct 2006 / 8-67 / PDF 216)
9.
A leader's effectiveness is dramatically enhanced by understanding and developing what areas?
- Military Bearing
- Physical Fitness
- Confidence
- Resilience
(FM 6-22 Oct 2006 / 1-7 / PDF 12)
10.
What is military bearing?
Projecting a commanding presence, a professional image of authority.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)
11.
What is physical fitness?
Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolonged stress.
(FM 6-22 Oct 2006 / 2-7 / PDF 16)
12.
What is confidence?
Projecting self-confidence and certainty in the unit's ability to succeed in whatever
it does; able to demonstrate composure and outward calm through steady control over emotion.
(FM 6-22 Oct 2006 / A-2 / PDF 145)
13.
What is resilience?
Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and
stress while maintaining a mission and organizational focus.
(FM 6-22 Oct 2006 / 5-3 / PDF 51)
14.
What are the three core domains that shape the critical learning experiences throughout Soldiers' and leaders' careers?
- Institutional training.
- Training, education, and job experience gained during operational assignments.
- Self-development.
(FM 6-22 Oct 2006 / 8-53 / PDF 89)
15.
What are the Leader Actions?
- Influencing - getting people (Soldiers, Army civilians, and multinational partners) to do what is necessary.
- Operating - the actions taken to influence others to accomplish missions and to set the stage for future operations.
- Improving - capturing and acting on important lessons of ongoing and completed projects and missions.
(FM 6-22 Oct 2006 / 1-7 / PDF 12)
16.
What are the three levels of leadership?
- Direct - Direct leadership is face-to-face, first-line leadership.
- Organizational - Organizational leaders influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders.
- Strategic - Strategic leaders include military and DA civilian leaders at the major command through Department of Defense levels. Strategic leaders are responsible for large organizations and influence several thousand to hundreds of thousands of people.
(FM 6-22 Oct 2006 / 1-1 / PDF 11)
17.
What are the Army Values?
- Loyalty
- Duty
- Respect
- Selfless Service
- Honor
- Integrity
- Personal Courage
(FM 6-22 Oct 2006 / 2-7 / PDF 16)
18.
Attributes of an Army leader can best be defined as what an Army leader is. What are the attributes of an Army leader?
- A leader of character
- A leader with presence
- A leader with intellectual capacity
(FM 6-22 Oct 2006 / A-2 / PDF 145)
19.
Core leader competencies are what an Army leader does. What are the core leader competencies?
- An Army leader leads
- An Army leader develops
- An Army leader achieves.
(FM 6-22 Oct 2006 / A-2 / PDF 145)
20.
Why must leaders introduce stress into training?
Using scenarios that closely resemble the stresses and effects of the real battlefield is essential
to victory and survival in combat.
(FM 6-22 Oct 2006 / 10-43 / PDF 113)
21.
What are intended and unintended consequences?
- Intended consequences are the anticipated results of a leader's decisions and actions.
- Unintended consequences arise from unplanned events that affect the organization or accomplishment of the mission.
(FM 6-22 Oct 2006 / 9-12 / PDF 100)
22.
What is communication?
A process of providing information
(FM 6-22 Oct 2006 / 7-87 / PDF 78)
23.
Name the two barriers of communications
- Physical
- Psychological
24.
Name some physical barriers of communication
- Noise of battle
- Distance
25.
What is counseling?
Counseling is the process used by leaders to review with a subordinate the subordinate's
demonstrated performance and potential.
(FM 6-22 Oct 2006 / B-1 / PDF 157)
26.
What are the three major categories of developmental counseling?
- Event counseling
- Performance counseling
- Professional growth counseling
(FM 6-22 Oct 2006 / B-3 / PDF 157)
27.
Character is essential to successful leadership. What are the three major factors that determine a leader's character?
- Army Values
- Empathy
- Warrior Ethos
(FM 6-22 Oct 2006 / 2-15 / PDF 18)
28.
What are the 7 steps to problem solving?
- ID the problem
- Gather information
- Develop criteria
- Generate possible solutions
- Analyze possible solutions
- Compare possible solutions
- Make and implement the decision
(FM 5-0 Jan 2005 / 2-23 / PDF 46)
29.
What is reverse planning?
Reverse planning is a specific technique used to ensure that a concept leads to the intended end
state.
(FM 6-22 Oct 2006 / 9-18 / PDF 101)
30.
To assess subordinates, leaders you must-
- Observe and record subordinates' performance in the core leader competencies.
- Determine if the performances meet, exceed, or fall below expected standards.
- Tell subordinates what was observed and give an opportunity to comment.
- Help subordinates develop an individual development plan (IDP) to improve performance.
(FM 6-22 Oct 2006 / 8-59 / PDF 90)
31.
What are the team building stages?
- Formation
- Enrichment
- Sustainment
(FM 6-22 Oct 2006 / 8-97 / PDF 216)
32.
Name some things in a unit that affect morale
- Mess
- Military justice
- Supply
- Billets
33.
What are beliefs?
Beliefs derive from upbringing, culture, religious backgrounds and traditions.
(FM 6-22 Oct 2006 / 4-59 / PDF 46)
