ns1 2.2 leadership

1

UNIT 2 CHAPTER 2

Leadership

1

2

The Two Orientations to Leadership

Behavior

• School

Being a successful leader requires training

and practice, but you can begin to acquire

and practice leadership skills right now at:

• Community

3

A volunteer team forms at your school to

help rebuild houses devastated by

tornadoes. They elect you as its leader.

Now what?

4

This lesson will provide some advice and

guidelines about leadership.

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.

6

A. desire and means

B. planning and money

C. authorization and networking

D. training and practice

Building good leadership skills takes

_______.

7

A. desire and means

B. planning and money

C. authorization and networking

D. training and practice

Building good leadership skills takes

_______.

8

How does a leader get people to come

together to accomplish a mission?

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.

10

How prepared a team member is to

carry out a particular task or tasks

Readiness

11

Situational leadership is when a leader must

base his or her approach on the situation in

which the leader and team find themselves.

12

A leadership model based on

the concept that there is no

single best way to influence and

lead people

Situational Leadership

13

Situational leadership is flexible and is based

on the abilities, knowledge, skills, and

motivational level of the team or group the

leader is influencing.

Admiral

Michael G. Mullen

Chairman JCS

Admiral

Gary Roughead

CNO

14

Understanding situational leadership is knowing

how you and your people are oriented: are you

oriented towards people or towards a task?

15

A. resources

B. environment

C. facilities

D. logistics

A leader’s approach to a task must

take into consideration both the

_______ and the readiness of the

people.

16

A. resources

B. environment

C. facilities

D. logistics

A leader’s approach to a task must

take into consideration both the

_______ and the readiness of the

people.

17

Admiral

Gary Roughead CNO

A leader who is

people oriented

focuses on

interaction with his

or her people and

uses this to

complete the task.

18

Admiral

Michael G. Mullen

Chairman JCS

While a leader

oriented towards

task focuses on the

job to be done and

how to best use

their people to that

end.

19

Another name for orientation toward people

is relationship behavior. This includes,

listening, praising, collaborating, and

counseling.

Orientation Toward People

20

A leader’s engagement in

supportive, two-way

communication with his or

her team members

Relationship Behavior

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

cooperation.MCPON

Joe R. Campa Jr.

22

The action of understanding,

being aware of, and being

sensitive to the feelings,

thoughts, and experiences of

another

Empathetic

23

Leaders should bear in mind the old

expression, ―You catch more flies with

honey than you do with vinegar.‖

24

A. Conditional

B. Environmental

C. Situational

D. Adaptable

What leadership model is based on

the concept that there is no single

best way to lead people?

25

A. Conditional

B. Environmental

C. Situational

D. Adaptable

What leadership model is based on

the concept that there is no single

best way to lead people?

26

A. Group dynamics

B. Interpersonal communication

C. Empathy management

D. Relationship behavior

What term is used to refer to a

leader’s supportive, two-way

communication with team members?

27

A. Group dynamics

B. Interpersonal communication





communication with team members?

28

• What to do

Orientation Toward Task

Task behavior

focuses on the

practical aspects

of the job or

mission. These

behaviors include

directing team

members on:

• How to do it

• When to do it

29

The leader’s involvement in

defining the duties and

responsibilities of an individual

or a group

Task Behavior

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.

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.

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.

33

• Randy seemed uncertain about how to

accomplish his task, you would step in

and use task behavior to give Randy

instructions, training, and guidance.

If, as leader of the

tornado-relief

volunteers, you

knew that:

34

Task behavior and relationship behavior are

distinct, but complementary, leadership

behaviors. These four styles make up the

leadership grid.

Four Leadership Styles

35

SellingStyle 2

High Task Orientation

High Relationship

Orientation

The Leadership Grid

TellingStyle 1

High Task Orientation

Low Relationship

Orientation

ParticipatingStyle 3

High Relationship

Orientation

Low Task Orientation

DelegatingStyle 4

Low Relationship

Orientation

Low Task Orientation

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.

37

False

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.

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,

but you cannot delegate responsibility.45

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 progress46

47

A. Telling

B. Delegating

C. Selling

D. Participating

In what leadership style do the

behaviors include close supervision,

follow-up, explanations about tasks

and goals, encouragement of

questions, and support of progress?

48

A. Telling

B. Delegating

C. Selling

D. Participating

In what leadership style do the

behaviors include close supervision,

follow-up, explanations about tasks

and goals, encouragement of

questions, and support of progress?

49

A. Delegating

B. Selling

C. Telling

D. Participating

In what leadership style does the

leader have a low relationship

orientation and a low task orientation?

50

A. Delegating

B. Selling

C. Telling

D. Participating


leader have a low relationship

orientation and a low task orientation?

51

LEADERSHIP ETIQUETTE

Successful Leaders…

1. Will make decisions that will improve

the entire group or organization rather

than just themselves

52

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

Leadership


53

Leadership


3. Are examples of fair play, integrity,

and dependability

54

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

Leadership


55

5. Understand that a leadership position

is not a position of glory and popularity,

but a position of responsibility.

Leadership


56

A. their team

B. themselves

C. their division

D. their managers

The decisions successful leaders

make enhance the entire organization,

not just _______.

57

A. their team

B. themselves

C. their division

D. their managers

The decisions successful leaders

make enhance the entire organization,

not just _______.

58

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

Leadership


59

Leadership


7. Know that they cannot be successful

without the work, support, and loyalty of

all members of the organization

60

Leadership


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

61

Leadership


9. Work for the success of the entire

organization and not for personal gain

62

Leadership


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.

63

True or False: Successful leaders

listen to the suggestions, feedback,

and needs of only a few trusted team

members.

64

False

True or False: Successful leaders

listen to the suggestions, feedback,

and needs of only a few trusted team

members.

65

Primary Factors of The Leadership

Situation

The situation the team finds itself in will

dictate how much time the leader must

devote to each activity.

You lead people

and you

manage things.

66

• Mission

• People

• Leadership style

• Environment

Leaders approach each leadership

situation by considering four factors:

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.

68

The leader’s job is to translate this mission

into goals that the team members will

accept and understand.

69

The goals the leader and team set must be

challenging but attainable. Unrealistic goals:

A leader should

involve team

members in setting

goals.

• Frustrate even the most dedicated while

• Frivolous goals reduce belief in the

mission’s worth.

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.

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.

72

A. Accept the reality of such

individuals.

B. Give them another assignment.

C. Take swift corrective action.

D. Formulate an incentive plan.

What action should a leader take for

those who ignore job performance

standards?

73

A. Accept the reality of such

individuals.

B. Give them another assignment.

C. Take swift corrective action.

D. Formulate an incentive plan.

What action should a leader take for

those who ignore job performance

standards?

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.

75

Ability has two main elements:

• Training

• Experience

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.

77

Experience

A leader, should know

the:

• background

• experience

• ability

of each team member

regarding every task

assigned them.

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.

79

A. family situations

B. expectations

C. personal goals

D. abilities

A leader must know the _______ of the

members of their team before he/she

can get the best performance out of

them.

80

A. family situations

B. expectations

C. personal goals

D. abilities

A leader must know the _______ of the

members of their team before he/she

can get the best performance out of

them.

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.

82

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.

The Leadership Style

83

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.

Your leadership style must correspond to

your team members’ knowledge, abilities,

and skills.

84

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.



and skills.

85

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.



and skills.

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

in a different

environment.Admiral

Michael G. Mullen

Chairman JCS

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.

88

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.

Think again about

the volunteer team

formed at your

school to help the

tornado victims.

89

A. goals

B. strengths and weaknesses

C. comfort zone

D. ambitions

A good leader will choose a leadership

style that takes into account his/her

own _______.

90

A. goals

B. strengths and weaknesses

C. comfort zone

D. ambitions

A good leader will choose a leadership

style that takes into account his/her

own _______.

91

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

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?

92

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

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?

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.

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

watching.MCPON

Joe R. Campa Jr.

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

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.

97

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.

How can you spot integrity?

98

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.

How can you spot integrity?

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.

100

A. character

B. background

C. experience

D. personality

An individual’s _______ defines

him/her as a leader and serves as the

basis for decisions and treatment of

others.

101

A. character

B. background

C. experience

D. personality

An individual’s _______ defines

him/her as a leader and serves as the

basis for decisions and treatment of

others.

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.

103

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.

An example of

commitment:

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

as a unit.

105

Energy

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.

General

Colin Powell

Admiral

Arleigh Burke

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.

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.

108

A. commitment

B. energy

C. decisiveness

D. integrity

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.

109

A. commitment

B. energy

C. decisiveness

D. integrity

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.

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

President

George W. Bush

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.

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.

113

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.

A team leader

has five team

members but

only three

slots in a

training

program.

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.

117

A. Commitment

B. Energy

C. Motivation

D. Decisiveness


willingness to act?

118

A. Commitment

B. Energy

C. Motivation

D. Decisiveness


willingness to act?

119

Personal Qualities of an Effective Leader

Personal qualities common in a successful

leader:

• Courage

• Sense of

responsibility

• Set the example

• Self-Discipline

• Confidence

• Sense of humor

• Tact

• Common sense

120

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

Courage

121121

Courage and strength of character are

essential to effective leadership.

That’s one reason courage is a Navy

core value.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.

124

A. courage

B. energy

C. integrity

D. control

Effective leaders must demonstrate

moral _______ to make tough

decisions and face difficulties, rather

than pass the buck.

125

A. courage

B. energy

C. integrity

D. control

Effective leaders must demonstrate

moral _______ to make tough

decisions and face difficulties, rather

than pass the buck.

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

127127127

A good leader will always be dependable

and willing to fulfill responsibilities

without the need of direct supervision.

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.

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.

131

A. energy

B. discipline

C. knowledge

D. organization

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.

132

A. energy

B. discipline

C. knowledge

D. organization

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.

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.

136

The sarcastic or ―smart aleck‖ approach

usually does not create a positive response

to directions or orders.

137

Common Sense

Good leaders try to make the right choices

and treat others as they would like to be

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

A. a sense of humor

B. empathy

C. tact

D. self-control

If a leader uses _______, he/she treats

others courteously and respectfully,

especially in situations where he/she

must criticize a subordinate.

151

A. a sense of humor

B. empathy

C. tact

D. self-control

If a leader uses _______, he/she treats

others courteously and respectfully,

especially in situations where he/she

must criticize a subordinate.

152

True or False: Being sarcastic or

insensitive is the opposite of using

tact.

153

True

True or False: Being sarcastic or

insensitive is the opposite of using

tact.

154

Qualifications for Leadership

• ACHIEVEMENTS - They produce results; many

are industrious. The effectiveness of the work

serves as a measure of their achievements.

Former CNO Admiral

George W. Anderson Jr.

lists these qualifications

in judging officers’

abilities as leaders:

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.)

156

• PERSONAL

APPEARANCE - They

take pride in every

detail of their personal

appearance.

157

• MILITARY BEARING -

They conduct

themselves in a

professional military

manner 24 hours a

day, every day.

158

• MENTAL ALERTNESS -

They give continual

attention to detail

coupled with an

awareness of the big

picture.

159

• ABILITY TO EXPRESS

SELF - They express

themselves clearly,

orally and in writing, to

communicate their

ideas and decisions.

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.

161

• IMAGINATION - They use

their imagination and

initiative to improve the

task performance of their

entire unit as well as

their own performance.

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.

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.

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.

165

• SENSE OF HUMOR -

They keep everything in

the proper perspective;

they distinguish

between the important

and the trivial.

166

• PERSONAL BEHAVIOR -

They reflect integrity and

honor in every facet of

their behavior.

167

A. lively

B. polite

C. sincere

D. special

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.

168

A. lively

B. polite

C. sincere

D. special


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.

169

True or False: Former Chief of Naval

Operations Adm. George W. Anderson

Jr. believes that effective leaders use

their imaginations.

170

True

True or False: Former Chief of Naval

Operations Adm. George W. Anderson

Jr. believes that effective leaders use

their imaginations.

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.

172

Unit Organization172

173

Organization of Small Units

174

Organization of Large Units

176

A. 99

B. 125

C. 150

D. 175

Units with more than _______ cadets

are organized into a battalion that has

two or more companies.

177

A. 99

B. 125

C. 150

D. 175

Units with more than _______ cadets

are organized into a battalion that has

two or more companies.

178

A unit will usually have a:

• Color guard

178

179

• Drill Team

180

• Armed Drill Team

180

181181

• Rifle Team

182

A unit could have an:

• Academic Team

183

• Pistol Team

183

184

• Orienteering Team

185

• Drum and Bugle Corps

185

186

• Athletic Team

186

Each team normally has a cadet

as team captain or commander.

187

A. drum and bugle corps

B. pistol team

C. orienteering team

D. rifle team

Most NJROTC units have at least three

teams, including a color guard team, a

drill team, and a _______.

188

A. drum and bugle corps

B. pistol team

C. orienteering team

D. rifle team

Most NJROTC units have at least three

teams, including a color guard team, a

drill team, and a/an _______.

189

Sample Leadership Position

DescriptionsNJROTC Enlisted Rates

Seaman Petty Officer Chief

189

190

Captain

Commander

Lieutenant

Commander

Lieutenant

Lieutenant

(Junior Grade)

Ensign

NJROTC

Officer

Ranks

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).

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 activities197

198

A. Company Commander

B. Administrative Officer

C. Operations Officer

D. Executive Officer

What officer ensures that suitable

leadership opportunities are available

for all cadets?

199

A. Company Commander

B. Administrative Officer


D. Executive Officer

What officer ensures that suitable

leadership opportunities are available

for all cadets?

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

201

Supply Officer

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 storeroom202

203

Platoon Commander

204204

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

205

Team Captains

Armed Drill Color Guard

Unarmed Drill Athletics205

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

A. Administrative Officer

B. Executive Officer


D. Supply Officer

What officer maintains files, prepares

correspondence, and ensures the

timely submission of reports?

208




D. Supply Officer

What officer maintains files, prepares

correspondence, and ensures the

timely submission of reports?

209

Conclusion

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.

Scaling the Herndon

monument by first

year Naval Academy

plebes.

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

A. Guidance

B. Management

C. Leadership

D. Supervision

What term is used to refer to the

art of influencing and directing

people in order to accomplish a

mission?

212

A. Guidance

B. Management

C. Leadership

D. Supervision


art of influencing and directing

people in order to accomplish a

mission?

213

A. Logistics

B. Leadership

C. Development

D. Management

What term is used to refer to

directing the use of resources to

achieve team objectives?

214

A. Logistics

B. Leadership

C. Development

D. Management

What term is used to refer to

directing the use of resources to

achieve team objectives?

215

A. Situational

B. Adaptable

C. Environmental

D. Conditional

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?

216

A. Situational

B. Adaptable

C. Environmental

D. Conditional

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?

217

A. people

B. task

C. organization

D. environment

A leader who is oriented toward

the _______ analyzes how best

to use the people to get the job

done.

218

A. people

B. task

C. organization

D. environment


the _______ analyzes how best

to use the people to get the job

done.

219

A. task

B. organization

C. people

D. mission


the _______ uses his/her

interaction with the individual

team members to get the job

done.

220

A. task

B. organization

C. people

D. mission


the _______ uses his/her

interaction with the individual

team members to get the job

done.

221

A. Relationship behavior

B. Task behavior


D. Group dynamics



communication with team

members?

222

A. Relationship behavior

B. Task behavior


D. Group dynamics



communication with team

members?

223

A. cooperative

B. charismatic

C. tactful

D. empathetic

If a leader shows understanding,

awareness, and sensitivity

toward team members, he/she is

being _______.

224

A. cooperative

B. charismatic

C. tactful

D. empathetic

If a leader shows understanding,

awareness, and sensitivity

toward team members, he/she is

being _______.

225

A. Managerial behavior

B. Task behavior

C. Situational behavior



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?

226

A. Managerial behavior

B. Task behavior

C. Situational behavior



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?

227

A. Delegating

B. Participating

C. Selling

D. Telling


leader provide specific

instructions and close

supervision, with a high task

orientation and a low

relationship orientation?

228

A. Delegating

B. Participating

C. Selling

D. Telling


leader provide specific

instructions and close

supervision, with a high task

orientation and a low


229

A. Participating

B. Telling

C. Selling

D. Delegating


leader closely supervise task

completion and give explanations

and chances for team members to

ask questions, with a high task

orientation and a high


230

A. Participating

B. Telling

C. Selling

D. Delegating


leader closely supervise task

completion and give explanations

and chances for team members to

ask questions, with a high task

orientation and a high


231

A. Participating

B. Delegating

C. Selling

D. Telling


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?

232

A. Participating

B. Delegating

C. Selling

D. Telling


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?

233

A. Telling

B. Delegating

C. Selling

D. Participating


leader hand over decision-making

responsibility, problem solving,

and implementation to team

members, with a low relationship

orientation and a low task

orientation?

234

A. Telling

B. Delegating

C. Selling

D. Participating


leader hand over decision-making

responsibility, problem solving,

and implementation to team

members, with a low relationship

orientation and a low task

orientation?

235

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

someone.

Which of the following statements about

leaders is NOT true?

236

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

someone.

Which of the following statements about

leaders is NOT true?

237

A. self-assessment methods

B. backup plans

C. job performance standards

D. rewards systems

A leader must establish _______

that are reasonable and clearly

defined, recognizing those who

meet them and correcting those

who do not.

238

A. self-assessment methods

B. backup plans

C. job performance standards

D. rewards systems

A leader must establish _______

that are reasonable and clearly

defined, recognizing those who

meet them and correcting those

who do not.

239

A. incentives

B. physical endurance

C. accountability

D. training

Even if team members’

commitment level is high, if

they do not have adequate

_______ for the mission they

cannot fully contribute.

240

A. incentives

B. physical endurance

C. accountability

D. training

Even if team members’

commitment level is high, if

they do not have adequate

_______ for the mission they

cannot fully contribute.

241

A. character

B. personality

C. background

D. experience

An individual’s _______ is

constant, and defines him/her

as a leader, serves as the basis

for decisions and treatment of

others.

242

A. character

B. personality

C. background

D. experience

An individual’s _______ is

constant, and defines him/her

as a leader, serves as the basis

for decisions and treatment of

others.

243

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

After a team is assigned a mission, the leader

should take all of the following actions except

which one?

244

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

After a team is assigned a mission, the leader

should take all of the following actions except

which one?

245

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

appearance of favoritism

What course of action should a leader

take with team members who do not

know how to do the job?

246



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



What course of action should a leader

take with team members who do not

know how to do the job?

247



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



D. Allow them to complete their tasks

however they choose while monitoring

their progress

What course of action should a leader take

with team members who are experienced

and enthusiastic about their assignments?

248



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



D. Allow them to complete their tasks

however they choose while monitoring

their progress

What course of action should a leader take

with team members who are experienced

and enthusiastic about their assignments?

249

A. integrity

B. selflessness

C. loyalty

D. commitment

A leader with _______ is whole

in body, mind, and spirit and

treats all team members fairly,

no matter his/her personal

feelings toward them.

250

A. integrity

B. selflessness

C. loyalty

D. commitment

A leader with _______ is whole

in body, mind, and spirit and

treats all team members fairly,

no matter his/her personal

feelings toward them.

251

A. Commitment

B. Energy

C. Decisiveness

D. Motivation


willingness to act?

252

A. Commitment

B. Energy

C. Decisiveness

D. Motivation


willingness to act?

253

A. selfless

B. decisive

C. loyal

D. empathetic

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.

254

A. selfless

B. decisive

C. loyal

D. empathetic

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.

255

A. motivation

B. energy

C. decisiveness

D. commitment

A leader’s _______ is the

enthusiasm, perseverance, and

stamina he/she brings to a task.

256

A. motivation

B. energy

C. decisiveness

D. commitment

A leader’s _______ is the

enthusiasm, perseverance, and

stamina he/she brings to a task.

257

A. Selflessness

B. Loyalty

C. Empathy

D. Commitment


sacrifice of personal needs and

wants for a greater good?

258

A. Selflessness

B. Loyalty

C. Empathy

D. Commitment


sacrifice of personal needs and

wants for a greater good?

259

A. empathy

B. tact

C. a sense of humor

D. self-control

If a leader uses _______, he/she

treats others courteously and

respectfully, especially in

situations where he/she must

criticize a subordinate.

260

A. empathy

B. tact

C. a sense of humor

D. self-control

If a leader uses _______, he/she

treats others courteously and

respectfully, especially in

situations where he/she must

criticize a subordinate.

261

A. criticize

B. ignore

C. admire

D. imitate

Since a leader sets the

standards for conduct and

performance by personal

example, team members will

_______ him/her.

262

A. criticize

B. ignore

C. admire

D. imitate

Since a leader sets the

standards for conduct and

performance by personal

example, team members will

_______ him/her.

263

A. polite

B. special

C. sincere

D. dignified


Adm. George Anderson states

that effective leaders go further

than knowing rules of social

etiquette, that they show a

_______ interest in those they

meet.

264

A. polite

B. special

C. sincere

D. dignified


Adm. George Anderson states

that effective leaders go further

than knowing rules of social

etiquette, that they show a

_______ interest in those they

meet.

265

A. company

B. battalion

C. regiment

D. platoon

NJROTC units with 151-299

cadets are organized into a

_______.

266

A. company

B. battalion

C. regiment

D. platoon

NJROTC units with 151-299

cadets are organized into a

_______.

267




D. Supply Officer

What officer maintains files,

prepares correspondence, and

ensures the timely submission

of reports?

268




D. Supply Officer

What officer maintains files,

prepares correspondence, and

ensures the timely submission

of reports?

269


B. Platoon Commander

C. Executive Officer

D. Company Commander

What officer oversees the

appearance, discipline, and

conduct of the unit and ensures

that suitable leadership

opportunities are available for

all cadets?

270


B. Platoon Commander

C. Executive Officer

D. Company Commander

What officer oversees the

appearance, discipline, and

conduct of the unit and ensures

that suitable leadership

opportunities are available for

all cadets?

ns1 2.2 leadership

Education