Course 14 SNCOA DLC – Leadership and Management (Edition 1 Version 1): Formative Practice Test

During morning rollcall, MSgt Ledger smells alcohol on SSgt Morgan so she calls Morgan into her office. Ledger says, “Morgan, it smells like you have been drinking.” Morgan replies with slurred speech, “I went to a party last night and got home a little late; however I feel fine.” Ledger replies, “I should report you, but we are shorthanded today and we are going to be busy so I need you here at work. Get something for your breath and limit your interaction with our customers.”

This scenario BEST identifies ________________________and its impact on unit effectiveness.

a. Ethical Relativism
b. Loyalty Syndrome
c. Worry Over Image

a. Ethical Relativism

RATIONALE: Rather than reporting Morgan for being possibly drunk on duty, Ledger allows Morgan to remain at work. This is ethical relativism, which, according to the Ethical Leadership chapter, is “determining something to be right (or wrong) based on our personal feelings and values rather than on military rules, regulations, and codes of conduct.” Although Ledger knows that allowing to remain at work is wrong, she allows him to remain at work.

CHAPTER: Ethical Leadership (LM03)
SOB: Identify Ethical Leadership concepts and/or their impact on subordinate, SNCO, and mission effectiveness.

MSgt Chyna, the Operations Superintendent of the 335th Airlift Squadron was in need of qualified personnel due to the heavy deployment load her unit is experiencing and a mission surge that is coming. She tells her commander, “Not to worry sir, the paperwork has been submitted to increase our manning in time for the upcoming surge.” A few days before the surge began; Chyna is surprised to learn her request was denied. Standing in front of the commander, Chyna explained, “Sir, I don’t understand why, but they denied my request, and now we don’t have enough qualified people to fully support the surge.”

This scenario BEST illustrates inappropriate use of the ________ and its impact on SNCO effectiveness.

a. Authorization Change Request
b. Unit Personnel Management Roster
c. Unit Manpower Document

a. Authorization Change Request

RATIONALE: According to the Resource Management chapter, ACRs should not be submitted to solve short-term problems or when experiencing temporary shortage of assigned personnel. Therefore, MSgt Chyna’s inappropriate use of the ACR and her reliance upon it will result in the unit being unprepared for the surge which will impact mission success.

CHAPTER: Resource Management (LM11)
SOB: Give examples of Resource Management and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

Due to a severe storm, MSgt Craver, Vehicle Operations Superintendent, needs $15K to purchase a new fence that goes around the vehicle yard to ensure the security of the vehicles. It takes him a lot of time and effort. He submits a request along with the justification for the fence to the unit’s Resource Advisor who waits until mid-January to submit the request to the Wing’s Financial Working Group.

MSgt Craver’s ________ will MOST likely ________ mission effectiveness.

a. effective use of the Execution Plan; enhance
b. ineffective use of the Execution Plan; degrade
c. effective use of the Budget Execution Review; enhance
d. ineffective use of the Budget Execution Review; degrade

c. effective use of the Budget Execution Review; enhance

RATIONALE: MSgt Craver’s actions will most likely enhance the mission because he submitted the request and justification for both items to the Budget Execution Review (BER) properly. According to the Resource Management chapter, the review cycle – conducted twice during the FY- is intended to identify, validate, prioritize, and request additional resources for unfunded requirements by reallocating funds that were not previously expended. By Craver submitting his request in time and given that the item is mission-critical, chances are high that he will receive the funds he needs to purchase the fence, thus enhancing the mission.

CHAPTER: Resource Management (LM11)
SOB: Predict the impact of Resource Management on subordinate, SNCO, unit, and mission effectiveness.

While speaking to MSgt Lopez, SMSgt Webb says, “I have noticed that our airmen are struggling with getting their tasks done on time.” Lopez replies, “These tasks are new and there is no clear cut way to do them.” Webb replies, “Have our airmen track the amount of time it takes to do each task, the best order to perform the task, and ensure we have the necessary resources on hand to complete each task.”

SMSgt Webb’s comments BEST identify ________________.

a. Visual Management
b. Standard Work
c. Value Stream Mapping

b. Standard Work

RATIONALE: SMSgt Webb’s comments best identify Standard Work which according to the Continuous Improvement chapter, “Standard Work consists of 3 key elements: Takt Time – the rate at which products must be made in a process to meet customer demand, Work Sequence – the precise work sequence in which an operator performs tasks within Takt time, and Standard Inventory – the standard minimum number of pieces in-stock, including units in machines, required to keep the process operating smoothly.”

CHAPTER: Continuous Improvement (LM10)
SOB: Identify Continuous Process Improvement concepts and/or their impact on subordinate, SNCO, and mission effectiveness.

SMSgt Beaudet has begun ensuring that the members of his organization are working towards the goals established from senior leadership. Next, he looks at details why they should exist over the next few years and longer. Then, he decides the best way to describe their mission and how they are distinctive in comparison to other organizations.

Because of SMSgt Beaudet’s _____________, his actions will MOST likely ____________ mission effectiveness.

a. misunderstanding of a mission statement, hinder
b. understanding of a mission statement, enhance
c. understanding of a strategy map, enhance
d. misunderstanding of a strategy map, hinder

b. understanding of a mission statement, enhance

RATIONALE: SMSgt Beaudet understands a mission statement, which according to the Strategic Planning chapter, is the “purpose” of the organization; the very reason it exists. An effective mission statement must: give reasons for the organization to exist over the next three years and beyond, best describe the unified mission of the organization, and indicate how unique /different the organization is from the other similar institutions.

CHAPTER: Strategic Planning (LM13)
SOB: Predict the impact of Strategic Planning on subordinate, SNCO, unit, and mission effectiveness.

MSgt Johnson has noticed that two of his NCOICs have been in some sort of dispute the last couple of days and seem unable to work it out. Johnson decides to call them into his office and they ask him to mediate their dispute. After his opening comments, Johnson allows each party plenty of time to speak about the issue, their interests, and their position so that everyone understands.

This scenario BEST identifies the _____step of Mediation.

a. Joint Discussion
b. Mediator’s Opening Statement
c. Parties Opening Statement

c. Parties Opening Statement

RATIONALE: According to the Mediation chapter, during the opening statement, the parties’ are given adequate time to speak about the issue at hand and share their interests without interruption. Each party should fully explain the issue, their interests, and positions as they see it so that all parties, including the mediator, understand. This is what the scenario identifies (Johnson allows each party plenty of time to speak about the issue, their interests, and their position so that everyone understands).

CHAPTER: Mediation (LM07)
SOB: Identify Mediation concepts and/or their impact on subordinate and mission effectiveness.

During a pre-deployment briefing, MSgt Putnat says, “The society around our deployed location communicates differently than we do. They will use gestures and their words may seem ambiguous, but they will expect us to understand based on the context of the conversation. You will need to fill in the gaps. In our country, we tend to focus on the exact words of what is said. We like to have all of the details.”

MSgt Putnat’s comments BEST explain ________________ impact on mission effectiveness.

a. high and low context communication and their
b. ethnocentrism and its
c. domains of culture and its

a. high and low context communication and their

RATIONALE: MSgt Putnat’s comments best explain high and low context cultures and their impact on mission effectiveness. According to the Cross Cultural Competence chapter, high context cultures favor the listener’s ability to read between the lines, understand intonation, and slight gestures and choose words that are ambiguous, knowing that an adept listener should understand based on the context of the interaction. People in relatively low context cultures pay more attention to the explicit meaning of the verbal message. Low context communicators often stress lots of detail, facts, and statistics with little regard to how the message is delivered.

CHAPTER: Cross Cultural Competence (LM06)
SOB: Explain Cross-Cultural Competence and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

Still reeling from severe manning cuts, MSgt Basler is now dealing with skyrocketing customer complaints. While Basler is walking through the waiting area, a customer stops him to complain about the overcrowding and excessive wait time. Looking around, Basler said, “I see what you mean.” After remembering that the Air Force has Five Desired Effects to guide improvement initiatives, Basler tells his staff, “To reduce customer complaints, I created an electronic sign-in process and added a TV for customers to watch while waiting.” Several days later, Basler checks customer survey data and does not understand why customers are still complaining.

MSgt Basler’s actions BEST illustrate ineffective use of __________ and its impact on mission effectiveness.

a. Just Do It
b. a Rapid Improvement Event
c. a High Value Initiative

a. Just Do It

RATIONALE: Basler’s use of this concept did not yield immediate results. According to the Continuous Improvement chapter, Just Do It involves one person (or a small team) and can be completed in less than a day. It is an improvement that, when implemented, yields immediate results.

CHAPTER: Continuous Improvement (LM10)
SOB: Give examples of Continuous Improvement and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

After the squadron failed yet another inspection, MSgt Blackman, who just finished a stint at the Wing’s AFSO21 office, is appointed as superintendent. He explains to squadron members, “Due to inspection failures, expect interruptions to your daily routine as we implement new policies and procedures to fix our problems.” In the beginning, there was some resistance, but Blackman listened to their concerns. With Blackman’s guidance, after several weeks of grappling with the changes, things began to improve. This morning, the commander tells Blackman, “I know some members still don’t like the changes, but they are willing to live with them.”

MSgt Blackman’s ____________ will MOST likely _________ mission effectiveness.

a. effective use of Lewin’s Phases of Change; enhance
b. understanding of Janssen’s Model of Change; enhance
c. ineffective use of Lewin’s Phases of Change; hinder
d. misunderstanding of Janssen’s Model of Change; hinder

b. understanding of Janssen’s Model of Change; enhance

RATIONALE: According to the Change Management chapter, the four stages of Janssen’s Model of Change are contentment (interruptions to your daily routine), denial (some resistance), confusion (grappling with the changes) and renewal (things began to improve…willing to live with them).

CHAPTER: Change Management (LM04)
SOB: Predict the impacts of Change Management concepts on subordinate, SNCO, and mission effectiveness.

MSgt Polen has recently been appointed as superintendent. She explains to squadron members, “Due to a change, I am implementing new work procedures, expect interruptions to your daily routine as we implement new policies.” As she was leaving, she heard members grumbling, “This is all we need…another change. The chief will never allow this to happen.”

This scenario BEST illustrates _________ behavior towards the new procedure.

a. Denial
b. Bargaining
c. Depression

a. Denial

RATIONALE: According to the Change Management chapter, reactions to change include denial by exhibiting behaviors that indicate your people believe the change won’t happen (I can’t believe this is happening). In this scenario, MSgt Polen’s people members say, “This all we need…another change. The chief will never allow this to happen.”

CHAPTER: Change Management (LM04)
SOB: Give examples of Change Management and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

MSgt Gratz has been placed in charge of integrating a new supply tracking system into his section. During the first team meeting Gratz says, “We need to determine the best way to integrate the new tracking system into the section. With a list of possible solutions developed, we will evaluate each solution by using the objectives of the project as criteria. As we look at each solution, keep in mind that the solution selected has to meet the needs of the sponsor and stakeholders, while improving the unit’s current products and services. After a thorough review and discussion, I will select the most appropriate solution from which to define the goals and scope of the new project.”

MSgt Gratz’s comments BEST explain the _____ step of Project Management.

a. Monitoring and Controlling
b. Initiation
c. Execution

b. Initiation

RATIONALE: According to the Project Management chapter, the project leader will need to generate ideas for solutions, analyze the effect or impact of each solution, and select the appropriate solutions during the project initiation stage. The project leader will also commit to improve processes, products, services, and people.

CHAPTER: Project Management (LM12)
SOB: Identify Project Management concepts and/or their impact on SNCO and mission effectiveness.

During a mediation, MSgt Busch questions the parties about their assertions and their demands based on the specific elements of the dispute. Through the use of questions, Busch is able to help the parties see their strengths and weaknesses of their assertions while being neutral in the process. Once the parties reach an understanding, the mediation continues.

This scenario BEST illustrates __________ and its impact on SNCO effectiveness.

a. Best Alternative to a Negotiated Agreement
b. Reality Checking
c. Worst Alternative to a Negotiated Agreement

b. Reality Checking

RATIONALE: This scenario illustrates Reality Checking, which, according to the Mediation chapter, “Reality checking is a process that works to get the parties to understand, typically through a series of questions, the weaknesses of their issue or demand.”

CHAPTER: Mediation (LM07)
SOB: Illustrate Mediation concepts and/or their impact on subordinate and mission effectiveness.

MSgt Earnhardt feels there is a better way to configure the work spaces in his building. He drafts a proposal of the estimated costs, and then addresses the project with his leadership.

MSgt Earnhardt’s__________ Stage of the Project Management Process will MOST likely ________ mission effectiveness.

a. effective use of the Initiation; enhance
b. effective use of the Planning; enhance
c. ineffective use of the Planning; hinder
d. ineffective use of the Initiation; hinder

d. ineffective use of the Initiation; hinder

RATIONALE: MSgt Earnhardt ineffectively used the Initiation Stage of Project Management. According to the Project Management chapter, “in this stage, the idea for the project is explored and elaborated and the feasibility of the project is examined.” MSgt Earnhardt did not explore the feasibility of the project.

CHAPTER: Project Management (LM12)
SOB: Predict the impact of Project Management on subordinate, SNCO, unit, and mission effectiveness.

While speaking with a tribal elder to see if there is any trouble in the area, MSgt Stafford begins to sense that the elder doesn’t understand what he is saying. Although the elder is keeping eye contact, Stafford remembers from his cultural training and begins to increase the rate of his speech and adjust his pitch to ensure he is getting through to the elder.

MSgt Stafford’s __________ will MOST likely ___________his effectiveness.

a. misunderstanding of nonverbal communication; hinder
b. understanding of nonverbal communication; enhance
c. use of paralanguage; enhance
d. misuse of paralanguage; hinder

c. use of paralanguage; enhance

RATIONALE: According to the Cross Cultural Competence chapter, paralanguage shapes how we say what we say via volume, intonation, word emphasis, rate of speech, and pitch. In this scenario, MSgt Stafford is using paralanguage as evidenced by increasing the rate and pitch of his speech. Stafford’s use of paralanguage will MOST likely enhance his effectiveness because changing the rate and pitch of his speech with the elder may help him determine/learn about any trouble in the area.

CHAPTER: Cross Cultural Competence (LM06)
SOB: Predict the impact of Cross-Cultural Competence on subordinate, SNCO, unit, and mission effectiveness.

MSgt Farva has been successful in meeting all of his first quarter spending requirements. Then in the middle of the second quarter, his superintendent says, “We are scheduled to have our mission increase in June. I don’t know what the exact expense will be, but do what is necessary to secure funding.” He becomes frustrated; however, Farva researches the new missions and calculates and justifies all costs pertaining to the new mission and submits his requests for funds before the third quarter begins. Funds were available when the mission increase began.

This scenario BEST explains MSgt Farva’s understanding of the __________ and its impact mission effectiveness.

a. Budget Cycle
b. Financial Management
c. Resource Management

a. Budget Cycle

RATIONALE: According to the Resource Management chapter, “includes quarterly spending targets, unfunded requests, the BER schedule, and end of year closeout.” Farva is explaining this concept.

CHAPTER: Resource Management (LM11)
SOB: Explain Resource Management and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

During a feedback session with SMSgt Houston, MSgt Brown says, “I try to treat everyone equally, but I have a hard time doing so with others who have different values than my own.” Houston replies, “In order to get the most from our diverse organization, everyone should be treated equally and with respect even when the situation is different. They have a right to fair treatment. Think about how you like to be treated.”

SMSgt Houston’s _____ will MOST likely _____ unit effectiveness.

a. misunderstanding of Diversimilarity; hinder
b. understanding of Diversimilarity; enhance
c. misunderstanding of the Rainbow Rule; hinder
d. understanding of the Rainbow Rule; enhance

d. understanding of the Rainbow Rule; enhance

RATIONALE: According to the Diversity chapter, “The Rainbow Rule…”Members in an inclusive environment are expected to show respect for others regardless of the situation. They should treat one another in an equitable manner at all times (everyone should be treated equally and with respect). Each individual has a right to just treatment and one treat others as one would like others to treat oneself.”

CHAPTER: Diversity (LM05)
SOB: Predict the impact of Diversity concepts on subordinate, SNCO, and/or mission effectiveness.

MSgt Cripe, the new unit training manager, notices complaints about the upgrade training program. He discusses potential improvements with his assistant, TSgt Barney, who created the program and has maintained it for two years. During the discussion, Barney says, “I don’t see how we could possibly make it any better.” Cripe replies, “If we consider some new and different approaches, together we can make the process better.”

MSgt Cripe’s comments BEST explain the _______ element of adaptability.

a. Cognitive Flexibility
b. Emotional Flexibility
c. Dispositional Flexibility

a. Cognitive Flexibility

RATIONALE: In this scenario, MSgt Cripe demonstrates cognitive flexibility (if we consider some new and different approaches, together we can make the process better). According to the Change Management chapter, cognitive flexibility means you are able to keep multiple scenarios in mind so you can adjust to changing, unexpected, or ambiguous situations.

CHAPTER: Change Management (LM04)
SOB: Identify Change Management concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.

While speaking with MSgt Bayne, CMSgt Biffle says, “The local news would like to interview someone from our unit concerning our upcoming deployment and I have selected you.” Bayne replies, “I have never done an interview before. What should I say?” Biffle replies, “I am sure you will figure it out.” Bayne speaks with some base agencies and watches videos of previous interviews on YouTube. During the interview, when the interviewer strays off topic, Bayne consistently transitions her back to his message.

MSgt Bayne’s ______will MOST likely ___________ unit effectiveness.

a. effective use of Bridging; enhance
b. ineffective use of Hooking; hinder
c. ineffective use of Bridging; hinder
d. effective use of Hooking; enhance

a. effective use of Bridging; enhance

RATIONALE: According to the Culture of Engagement chapter bridging, “…is a technique used to move from the reporter’s agenda to your message. Bridging is also a way to smoothly transition from the question asked to your message. A direct question deserves a direct answer however, after briefly touching upon the answer, bridge to your message and agenda.” MSgt Bayne used bridging as evidenced by the statement, “when the interviewer strays off topic, Bayne consistently transitions her back to his message.”

CHAPTER: Culture of Engagement (LM14)
SOB: Predict the impacts of Culture of Engagement concepts on subordinate, SNCO, and mission effectiveness

SMSgt Young and her team have just finished conducting a SWOT analysis. She says, “Now we need to focus on the issues we discovered. We will begin by writing four statements that target areas that need improvement that are focused on the customers inside and outside of the organization.”

SMSgt Young’s comments BEST explain Strategic Planning ________________.

a. Goals
b. End State
c. Priorities

c. Priorities

RATIONALE: SMSgt Young’s comments best explain Strategic Planning Priorities. According to the Strategic Planning chapter, Priorities, “should consist of three to five statements that identify major strategic focus areas and should emphasize what needs to be changed or improved, in order to excel in executing the organizations mission. They should be customer focused and can be directed at customers internal or external to the organization.”

CHAPTER: Strategic Planning (LM13)
SOB: Identify Strategic Planning concepts and their impacts on, SNCO and mission effectiveness.

While conducting rollcall with his airmen, SMSgt Hunt says, “When possible, take advantage of training opportunities when they present themselves. When enrolled in a distance learning course, put your best effort into completing it and learning from it. Seek out opportunities that will help you grow as an airman”.

Because SMSgt Hunt ___________, his actions will MOST likely __________ mission effectiveness.

a. understands Professional Standards; enhance
b. misunderstands Professional Standards; hinder
c. understands Professional Methods; enhance
d. misunderstands Professional Methods; hinder

c. understands Professional Methods; enhance

RATIONALE: SMSgt Hunt’s comments demonstrates he understands the Professional Methods quality of Progressive Professionalism. The POA chapter states, “As a senior leader, your continued monitoring and commitment to ensuring professional methods are maintained and enhanced should add value to the meaning of professionalism for you and those you lead. If done effectively, these actions can help you (and others) continue to move further along to the right side of the continuum.”

CHAPTER: POA & the SNCO (LM01)
SOB: Predict the impact of the Profession of Arms on subordinate, SNCO, unit, and mission effectiveness.

MSgt Petty is good at connecting and negotiating with all types of people and was charged with reconfiguring the work center’s floor plan. To help with the task, he selects two members who he believes are creative, can think “outside-the-box”, and are good at viewing problems from different perspectives. Next, he selects three members who are capable of analyzing solutions logically. Finally, he chooses two more people who he knows will deliver high-quality results. Several weeks later, Petty’s group submits and receives approval for the new floor plan.

This scenario BEST identifies MSgt Petty’s understanding of _______ impact on team success.

a. the “Z” process and its
b. team roles and their
c. team dynamics and their

b. team roles and their

RATIONALE: According to the Team Dynamics chapter, the roles that people find most comfortable fulfilling based on their most natural thought processes and behavioral tendencies include Creator, Advancer, Refiner, Executor, and Flexer. MSgt Petty used his understanding of team roles to pick creators (creative and good at viewing problems from different perspectives), refiners (capable of analyzing solutions logically), and executors (deliver high-quality results) to give his team the best chance for success. MSgt Petty’s team was successful since the new floor plan was approved.

CHAPTER: Team Dynamics (LM08)
SOB: Identify Team Dynamics concepts and/or their impacts on subordinate, SNCO and mission effectiveness.

While deployed, MSgt Newman was assigned to convoy operations. During her deployment, she wrote and posted videos about her experiences and her unit’s interaction with the local population online. As time went by, other Airmen in the unit and their families and friends added personal comments to Newman’s and a few established a similar online presence. Eventually, the commander started receiving letters and even a personal e-mail from the combatant commander praising Newman’s videos. Upon returning to her home station, a popular news anchor contacted Newman to do a feature story about her deployment experiences.

MSgt Newman’s actions BEST illustrate _______.

a. Strategic Communication
b. media engagement
c. social media

c. social media

RATIONALE: According to Culture of Engagement chapter concepts/principles, the Air Force respects the rights of its members and social media as a medium of self-expression. MSgt Newman’s use of some form of social media (Facebook, BLOG, etc.) to describe her experiences in a positive light inspired others to do the same.

CHAPTER: Culture of Engagement (LM14)
SOB: Illustrate Culture of Engagement concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.

SMSgt Edwards tells MSgt Elliott, “The parties seem to be at a stalemate.” MSgt Elliott replies, “It will get better, they have asked me to step in to help.” When the parties of the mediation return, MSgt Elliott says, “Have you thought about what would happen if we aren’t successful? It could have a far reaching affect.”

MSgt Elliott’s ______ will MOST likely _____ his effectiveness.

a. appropriate use of BATNA; enhance
b. appropriate use of WATNA; enhance
c. inappropriate use of BATNA; hinder
d. inappropriate use of WATNA; hinder

b. appropriate use of WATNA; enhance

RATIONALE: According to the Mediation chapter, the Best Alternative to a Negotiated Agreement (BATNA), “is an alternative that a negotiator is able to execute independently of the other negotiating party. If a negotiated agreement cannot be achieved, this is the alternative action plan.” MSgt Elliott is using WATNA.

According to the Mediation chapter, a WATNA is, “The worst possible action that the party may face if resolution isn’t reached in mediation.” MSgt Elliott appropriately used WATNA evidenced by the statement (“Have you thought about what would happen if we aren’t successful? It could have a far reaching affect.”).

CHAPTER: Mediation (LM07)
SOB: Predict the impact of Mediation concepts on subordinate and mission effectiveness.

While attending SNCOA, MSgt Hamlin goes downtown with some fellow SNCOs from the class. One of her classmates, MSgt Dillon, buys her several drinks. It wasn’t long before, Hamlin is not feeling well and decides to call it a night and heads towards the door. Dillon escorts her back to her room. When they arrive, Hamlin opens the door and Dillon walks in behind her. The next thing she remembers is waking up with bruises and lacerations on her face. Not sure what to do, Hamlin calmly confides in her flight instructor who contacts the Sexual Assault Response Coordinator.

MSgt Hamlin’s final action will MOST likely result in ____________ and ____________.

a. weaker cohesion among flight members; a restricted report
b. a climate of zero tolerance towards sexual assault; an unrestricted report
c. stronger cohesion among flight members; an unrestricted report
d. a climate that tolerates sexual assault; a restricted report

b. a climate of zero tolerance towards sexual assault; an unrestricted report

RATIONALE: According to the Emergent Leadership Issues chapter, NCOs have a duty to report to law enforcement, their chain of command, and the SARC when they become aware of a sexual assault. MSgt Hamlin’s final actions indicate she reported the sexual assault to the flight leader, who must report it to the chain of command, which will result in an unrestricted report. Because this has been reported, MSgt Hamlin’s final action will most likely result in a climate of zero tolerance towards sexual assault.

CHAPTER: Emergent Leadership Issues (LM09)
SOB: Predict the impact of Emergent Leadership issues on subordinate, SNCO, unit, and mission effectiveness.

To assemble the wing’s new budget reduction team, MSgt Harvick selects the best resource advisors and financial experts from across the base. After hosting a breakfast social, he begins the first meeting with, “Now that we’ve had a chance to meet and eat, let’s get to work. We have been tasked to cut the wing’s budget by 37 percent.” The team gasps in disbelief and MSgt Stewart mumbles, “There is no way we can generate an idea to reduce the budget by that much.” Harvick replies, “I have faith in all of you that we can make this happen, so let’s start by generating some ideas to cut the budget.” As ideas are generated, the team becomes highly motivated. However, team members begin to second guess their idea until Harvick hands it off to other members of the team and the idea is confirmed.

MSgt Harvick’s_____ will MOST likely _____ mission effectiveness.

a. misunderstanding of the “Z” Process; hinder
b. understanding of the “Z” Process; enhance
c. understanding of the P.E.P Cycle; enhance
d. misunderstanding of the P.E.P Cycle; hinder

c. understanding of the P.E.P Cycle; enhance

RATIONALE: According to the Team Dynamics chapter the P.E.P. cycle is, “when a team member Panics as they attempt to come up with ideas, then Elation when they have an idea, and then Panic again when they begin doubting their own ideas.”

CHAPTER: Team Dynamics (LM08)
SOB: Predict the impact of Team Building on subordinate, SNCO, unit, and mission effectiveness.

MSgt Lingle is the POC for the installation of a new wireless network in his work center. He uses all of the resources at his disposal and integrates all actions and facets of the project together in order to be successful. He monitors quality while remaining cognizant of timeliness of the product while keeping an eye on potential risks. During the process, he continuously informs the commander of the installation on progress in case adjustments are needed.

MSgt Lingle’s actions BEST illustrate the project ______ step of Project Management.

a. Planning
b. Initiation
c. Execution

c. Execution

RATIONALE: MSgt Lingles’s actions best illustrate the Execution step of Project Management. According to the Project Management chapter, “The execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan.”

CHAPTER: Project Management (LM12)
SOB: Illustrate Project Management concepts and/or their impact on SNCO and mission effectiveness.

While completing his overseas housing allowance (OHA) paperwork, SrA Clinton says to one of his co-workers SrA Sanders, “My friends told me to get a 6-month lease so I receive the highest OHA rate and then as soon as the lease expires, move into a similar apartment with two to three roommates. That way I pay less rent, but still draw the higher OHA rate.” Sanders responds, “We don’t do that sort of thing here. Our ‘by the book’ supervisor won’t tolerate foolishness like that.”

SrA Sanders’ comment BEST illustrates _________ and its impact on unit effectiveness.

a. an ethical work environment
b. the loyalty syndrome
c. ethical relativism

a. an ethical work environment

RATIONALE: According to the Ethical Leadership chapter, professional actions, decisions, and behaviors can transform a negative corrosive climate into a positive ethical climate just as unprofessional actions, decisions, and behaviors can transform a positive ethical climate into a negative, corrosive climate. Sanders’ comment, “We don’t do that sort of thing here” indicates ethical behavior which the supervisor has established as evidenced by the co-worker’s comment, “Our by the book supervisor won’t tolerate foolishness like that.”

CHAPTER: Ethical Leadership (LM03)
SOB: Give examples of Ethical Leadership and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

MSgt Ford is briefing his team in preparation for an upcoming TDY to South Sudan. Ford says, “South Sudan has different ideas and beliefs than those of our culture. Be prepared to adapt to this new environment in order to work with local counterparts which will help increase working relations while operating in the area.”

MSgt Ford’s comments BEST illustrate the ______________dimension of the POA and its impact on mission effectiveness.

a. Moral
b. Intellectual
c. Physical

b. Intellectual

RATIONALE: According to the Profession of Arms chapter, the intellectual dimension also encompasses two cultural aspects of the POA…internal and external. The internal aspect pertains to knowledge of the military’s values-based culture (addressed later in the Air Force Guiding Values and Standards section). The external aspect pertains to the need to adapt to varying environments with different cultural and political values. POA is intellectual because military professionals must be culturally aware; sensitive to differences and the implications those differences have on the operational environment. MSgt Ford’s attempt to prepare his team reflects the Intellectual Dimension of the POA.

CHAPTER: POA & the SNCO (LM01)
SOB: Identify POA & the SNCO concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.

MSgt Moxley was just briefed by SMSgt Fiscus that he will be taking over the Dispatch Operations section because the section has been struggling to meet the service response times outlined by senior leadership. He asks the shift supervisors to gather data necessary to measure just how well they are at meeting their goals. Upon review of the information he begins to notice a trend. Since the installation of the new database in the dispatch section, most of the members are still struggling to input information correctly, resulting in them not being on time for aircrew pickups. MSgt Moxley decides to conduct a training session to get all members up to speed on the new database.

MSgt Moxley’s action BEST illustrate the use of the_________________ perspective.

a. Financial
b. Learning & Growth
c. Business

b. Learning & Growth

RATIONALE: According to the Strategic Planning chapter, the Learning & Growth perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. MSgt Moxley conducted in-service-training to bring his people up to speed on the new database.

CHAPTER: Strategic Planning (LM13)
SOB: Illustrate Strategic Planning concepts and their impacts on SNCO and mission effectiveness.

SMSgt Jackson understands the culture in the unit and the many differences of the airmen assigned to it and seeks out mentoring opportunities. He routinely encourages his airmen to share their experiences with others of similar background and is not intimidated when they speak in their native language outside of the unit. Jackson’s airmen are consistently performing at a high level.

This scenario BEST illustrates _________ and its impact on unit effectiveness.

a. The Transformational Process
b. Striking the Right Balance
c. Fostering an Inclusive Environment

b. Striking the Right Balance

RATIONALE: The scenario illustrates Striking the Right Balance, which according to the Diversity chapter “is about balancing the need for individuals to align with the organizational culture with the needs of the organization to recognize individual differences. To successfully manage diverse organizations, senior leaders should first have a clear understanding of their organizational culture. Some Airmen tend to nurture their differences by sharing experiences with those who have a common background.”

CHAPTER: Diversity (LM05)
SOB: Give examples of Diversity and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

After listening to her subordinates complain about a current workplace procedure, SMSgt Monroe personally observes the process to gather first-hand data. Then, she and her subordinates review some key process indicators, conduct a performance gap analysis, and set some challenging but achievable targets. After they analyze the primary causes of all the complaints, they come up with some countermeasures and determine their workability before implementing them.

SMSgt Monroe and her subordinates’ use of _________ will MOST likely__________ mission effectiveness.

a. Lean Principles; hinder
b. Eight-Step Problem Solving; decrease
c. Lean Principles; enhance
d. Eight-Step Problem Solving; increase

d. Eight-Step Problem Solving; increase

RATIONALE: Because the team used the first five steps of the Eight-Step Problem Solving Process, it is highly likely that they will continue through the rest of the steps to solve the work center problem, and solving the problem will most likely increase mission effectiveness. According to the Continuous Improvement chapter, Problem Solving includes, among other steps, Step 1: Clarify and Validate the Problem, Step 2: Break Down the Problem/Identify Performance Gaps, Step 3: Set Improvement Targets, Step 4: Determine Root Cause, etc. In the scenario, SMSgt Lockhart and her subordinates have used steps 1 through 5 of the eight steps: 1) Observe first-hand what is taking place, 2) Review key process indicators and conduct performance gap analysis, 3) Set challenging but achievable targets, 4) Determine root cause (analyze the primary causes of all the complaints), and 5) Develop countermeasures and determine their workability.

CHAPTER: Continuous Improvement (LM10)
SOB: Predict the impact of Continuous Improvement on subordinate, SNCO, unit, and mission effectiveness.

MSgt Prince is well liked and appreciates how his subordinates respect him and feel comfortable coming to him about anything. This morning his newest NCO, SSgt James, tells Prince, “I’m still receiving my overseas’ cost of living allowance (COLA), but I really need the money, should I update my records.” Because he understands James’ current financial situation, having experienced financial problems himself, and not wanting to change how James feels about him, Prince replies, “Okay, for now, but you should establish a personal budget and then stop the COLA.”

MSgt Prince’s effectiveness will MOST likely _________ because he _________.

a. increase; placed people before principle and purpose
b. decrease; fell into an ethical trap
c. decrease; placed principle before purpose and people
d. increase; avoided an ethical trap

b. decrease; fell into an ethical trap

RATIONALE: MSgt Prince clearly fell into the ethical trap of worry over image, which according to Ethical Leadership chapter is where a leader makes 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. In the scenario, Prince was clearly concerned about his reputation as evidenced by the statement, “Not wanting to change how James feels about him …” Decreased effectiveness is the only possible outcome of unethical decision-making.

CHAPTER: Ethical Leadership (LM03)
SOB: Predict the impact of Ethical Leadership on subordinate, SNCO, unit, and/or mission effectiveness.

While preparing for a patrol in his deployed location, SMSgt Swenson tells his team, “In the U.S., we tend to live in our own home and value making our own choices. As we go door to door, we may encounter many extended family members living in one space because their culture is different than ours. Remember this for your and our safety.”

SMSgt Swenson’s comments BEST illustrate ___________ and its impact on mission effectiveness.

a. collectivism
b. individualism
c. individualism and collectivism

c. individualism and collectivism

RATIONALE: Although SMSgt Swenson’s comments include collectivism, which according to the Cross-Cultural Competence chapter, in a more collectivist culture, the group is more important than the individual. People tend to defer to its ‘hierarchy’ and put their personal interests and needs second to the needs of the group. His comments also include individualism.

Although SMSgt Swenson’s comments include individualism, which according to the Cross-Cultural Competence chapter, individuals in this culture tend to seek independent living situations and value their ability to make their own choices. However, there is also collectivism in his comments.

CHAPTER: Cross Cultural Competence (LM06)
SOB: Give examples of Cross-Cultural Competence and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

Overwhelmed by his backlog of work and ongoing issues at home, MSgt Logano decides to unwind with several drinks. The next morning, SMSgt Kenseth asks him, “How’s it going?” Startling a few coworkers, Logano yells, “Horrible! I didn’t get any sleep last night and I have a hangover. And if that stupid phone rings one more time I’m going to punch somebody!” Kenseth replies, “Chill out Logano. I know your struggling through some tough times right now. Why don’t you join me for a beer after work? It’ll calm your nerves and help you sleep.” That evening, Logano has several drinks and the next day oversleeps and is late for work.

MSgt Logano’s actions BEST illustrate ___________ and its impact on his effectiveness.

a. substance abuse
b. suicide awareness
c. substance misuse

c. substance misuse

RATIONALE: According to the Emergent Leadership Issues chapter, substance misuse is the use of any illicit drug or the misuse of any prescribed medication or the abuse of alcohol. In this scenario, MSgt Logano has two situations where alcohol has contributed to his behavior (startling coworkers…yelling at work and being late for work due to his drinking), which impact his effectiveness.

CHAPTER: Emergent Leadership Issues (LM09)
SOB: Give examples of Emergent Leadership Issues and/or their impact on subordinate, SNCO, unit, and mission effectiveness.

While observing members of her team, MSgt Patrick notices that TSgt Wallace is able to focus on all aspects of the team and fill in when someone is missing in order to keep things progressing. Although he sees things differently compared to the other team members, he is able to communicate effectively with team members. His suggestions are aimed at improving the process and aids in moving the team towards reaching its goal.

This scenario BEST illustrates TSgt Wallace’s team role preference as a/an _____________.

a. Flexer
b. Advancer
c. Executor

a. Flexer

RATIONALE: Sgt Wallace’s team role preference is a Flexer, which, according to the Team Dynamics chapter, “a Flexer can focus on everything. They are a combination of the other four roles. Flexers have an equal preference for most or all of the roles. Flexers can often adapt their styles to fit the needs of the team, and they probably view issues from different perspectives. Given their ability to adapt their style, Flexers are very good at monitoring contributions of all team members and when necessary, are able step in to fill gaps in order to keep things moving in the right direction.”

CHAPTER: Team Dynamics (LM08)
SOB: Give examples of Team Dynamics and/or its impact on subordinate, SNCO, unit, and mission effectiveness.

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