Bishop Kenny NJROTC NS1

1. UNIT 2 CHAPTER 2
Leadership
1

2. The Two Orientations to Leadership
Behavior
Being a successful leader requires training
and practice, but you can begin to acquire
and practice leadership skills right now at:
• School • Community
2

3. Now what?
A volunteer team forms at your school to
help rebuild houses devastated by
tornadoes. They elect you as its leader.
3

4. This lesson will provide some advice and
guidelines about leadership.
4

5. An important concept to understand is the
difference between:
• Leadership – the art of influencing and
directing people to accomplish the
mission
• Management – supervising the use of
resources to achieve team objectives.
In essence, you lead people, and manage
things.
5

6. Building good leadership skills takes
_______.
A. desire and means
B. planning and money
C. authorization and networking
D. training and practice
6

7. Building good leadership skills takes
_______.
A. desire and means
B. planning and money
C. authorization and networking
D. training and practice
7

8. How does a leader get people to come
together to accomplish a mission?
8

9. A leader must base his or her approach to a
task on the environment and on the readiness
of the team and individual members.
9

10. Readiness
How prepared a team member is to
carry out a particular task or tasks
10

11. Situational leadership is when a leader must
base his or her approach on the situation in
which the leader and team find themselves.
11

12. Situational Leadership
A leadership model based on
the concept that there is no
single best way to influence and
lead people
12

13. Admiral Admiral
Michael G. Mullen Gary Roughead
Chairman JCS CNO
Situational leadership is flexible and is based
on the abilities, knowledge, skills, and
motivational level of the team or group the
leader is influencing.
13

14. Understanding situational leadership is knowing
how you and your people are oriented: are you
oriented towards people or towards a task?
14

15. A leader’s approach to a task must
take into consideration both the
_______ and the readiness of the
people.
A. resources
B. environment
C. facilities
D. logistics
15

16. A leader’s approach to a task must
take into consideration both the
_______ and the readiness of the
people.
A. resources
B. environment
C. facilities
D. logistics
16

17. A leader who is
people oriented
focuses on
interaction with his
or her people and
uses this to
complete the task.
Admiral
Gary Roughead CNO
17

18. While a leader
oriented towards
task focuses on the
job to be done and
how to best use
their people to that
end.
Admiral
Michael G. Mullen
Chairman JCS
18

19. Orientation Toward People
Another name for orientation toward people
is relationship behavior. This includes,
listening, praising, collaborating, and
counseling.
19

20. Relationship Behavior
A leader’s engagement in
supportive, two-way
communication with his or
her team members
20

21. People respond
better if they feel
their leader is
supportive and
empathetic. A leader
who simply issues
orders and then
criticizes
performance will
have a hard time
gaining their
MCPON cooperation.
Joe R. Campa Jr.
21

22. Empathetic
The action of understanding,
being aware of, and being
sensitive to the feelings,
thoughts, and experiences of
another
22

23. Leaders should bear in mind the old
expression, ―You catch more flies with
honey than you do with vinegar.‖
23

24. What leadership model is based on
the concept that there is no single
best way to lead people?
A. Conditional
B. Environmental
C. Situational
D. Adaptable
24

25. What leadership model is based on
the concept that there is no single
best way to lead people?
A. Conditional
B. Environmental
C. Situational
D. Adaptable
25

26. What term is used to refer to a
leader’s supportive, two-way
communication with team members?
A. Group dynamics
B. Interpersonal communication
C. Empathy management
D. Relationship behavior
26

27. What term is used to refer to a
leader’s supportive, two-way
communication with team members?
A. Group dynamics
B. Interpersonal communication
C. Empathy management
D. Relationship behavior
27

28. Orientation Toward Task
Task behavior
focuses on the
practical aspects
of the job or
mission. These
behaviors include
directing team
members on:
• What to do
• How to do it
• When to do it
28

29. Task Behavior
The leader’s involvement in
defining the duties and
responsibilities of an individual
or a group
29

30. In his book, Gary
Yukl suggests that
task behavior has
limitations when
used alone. That
is why task
behavior and
relationship
behavior must go
hand in hand.
30

31. When it comes to task behavior, a leader
should survey the needs and abilities of
his or her followers and then choose a
leadership style accordingly.
31

32. If, as leader of the
tornado-relief
volunteers, you
knew that:
• Maria was a self-starter and needed little
motivation, you would make sure she
understood her task and get out of her way.
You would allow her to work independently.
32

33. If, as leader of the
tornado-relief
volunteers, you
knew that:
• Randy seemed uncertain about how to
accomplish his task, you would step in
and use task behavior to give Randy
instructions, training, and guidance.
33

34. Four Leadership Styles
Task behavior and relationship behavior are
distinct, but complementary, leadership
behaviors. These four styles make up the
leadership grid.
34

35. The Leadership Grid
Participating Selling
Style 3 Style 2
High Relationship High Task Orientation
Orientation High Relationship
Low Task Orientation Orientation
Delegating Telling
Style 4 Style 1
Low Relationship High Task Orientation
Orientation Low Relationship
Low Task Orientation Orientation
35

36. True or False: Team members are apt
to be more cooperative if the leader
simply issues orders and criticizes
their performance because they will
want to earn his/her approval.
36

37. True or False: Team members are apt
to be more cooperative if the leader
simply issues orders and criticizes
their performance because they will
want to earn his/her approval.
False
37

38. Telling
(Style I)
A leader provides specific instructions and
closely supervises task accomplishment.
This has a high task orientation and low
relationship orientation.
38

39. Telling
(Style I)
Typical telling behaviors include:
• Directing others on what to do
• Supervising them closely
• Following up to ensure they complete their
tasks.
39

40. Selling
(Style 2)
A leader closely supervises task
accomplishment, but explains decisions,
solicits suggestions, and supports
progress. This has a high task orientation
and a high relationship orientation.
40

41. Selling
(Style 2)
Typical selling behaviors include:
• Supervising closely
• Following up
• Explaining relationships between tasks
and team goals
• Encouraging questions
• Supporting progress.
41

42. Participating
(Style 3)
A leader facilitates and supports subordinates’
efforts toward task accomplishment and shares
responsibility for decision-making with them.
Participating leaders have a high relationship
orientation but a low task orientation.
42

43. Participating
(Style 3)
Participating behaviors include:
• Asking team members for ideas
• Encouraging others to try out their ideas
• Allowing others to structure their tasks
• Sharing control and accountability.
43

44. Delegating
(Style 4)
A leader turns over the authority for decision-
making and problem solving to subordinates.
Delegating leaders have both a low relationship
orientation and a low task orientation.
44

45. Delegating
(Style 4)
Remember that you can delegate authority,
45
but you cannot delegate responsibility.

46. Delegating
(Style 4)
Delegating behaviors include:
• Setting task boundaries
• Letting others make their own decisions
• Allowing members to chart their own courses
of action
• Giving group members the freedom they need
to do the job well
• Providing help when asked
• Monitoring progress
46

47. In what leadership style do the
behaviors include close supervision,
follow-up, explanations about tasks
and goals, encouragement of
questions, and support of progress?
A. Telling
B. Delegating
C. Selling
D. Participating
47

48. In what leadership style do the
behaviors include close supervision,
follow-up, explanations about tasks
and goals, encouragement of
questions, and support of progress?
A. Telling
B. Delegating
C. Selling
D. Participating
48

49. In what leadership style does the
leader have a low relationship
orientation and a low task orientation?
A. Delegating
B. Selling
C. Telling
D. Participating
49

50. In what leadership style does the
leader have a low relationship
orientation and a low task orientation?
A. Delegating
B. Selling
C. Telling
D. Participating
50

51. LEADERSHIP ETIQUETTE
Successful Leaders…
1. Will make decisions that will improve
the entire group or organization rather
than just themselves
51

52. Leadership
Successful Leaders…
1. Will make decisions that will improve
the entire group or organization rather
than just themselves
2. Realize that they also have a superior;
no one is ever elected to an office or
level where they have no one to be
accountable to
52

53. Leadership
Successful Leaders…
3. Are examples of fair play, integrity,
and dependability
53

54. Leadership
Successful Leaders…
3. Are examples of fair play, integrity, and
dependability
4. Will genuinely listen to the needs,
feedback and suggestions of all the
members of the organization and not
just a select few
54

55. Leadership
Successful Leaders…
5. Understand that a leadership position
is not a position of glory and popularity,
but a position of responsibility.
55

56. The decisions successful leaders
make enhance the entire organization,
not just _______.
A. their team
B. themselves
C. their division
D. their managers
56

57. The decisions successful leaders
make enhance the entire organization,
not just _______.
A. their team
B. themselves
C. their division
D. their managers
57

58. Leadership
Successful Leaders…
5. Understand that a leadership position
is not a position of glory and popularity,
but a position of responsibility
6. Are willing to roll up their sleeves
and help other members of the
organization when things get tough
58

59. Leadership
Successful Leaders…
7. Know that they cannot be successful
without the work, support, and loyalty of
all members of the organization
59

60. Leadership
Successful Leaders…
7. Know that they cannot be successful
without the work, support, and loyalty of
all members of the organization
8. Will sacrifice personal glory and
recognition so that it may be shared
equally with all of the followers
60

61. Leadership
Successful Leaders…
9. Work for the success of the entire
organization and not for personal gain
61

62. Leadership
Successful Leaders…
9. Work for the success of the entire
organization and not for personal gain
10. Know that whatever power they
may possess was given by the
members of the organization. If
improperly used, this power can be
swept away and given to someone
else.
62

63. True or False: Successful leaders
listen to the suggestions, feedback,
and needs of only a few trusted team
members.
63

64. True or False: Successful leaders
listen to the suggestions, feedback,
and needs of only a few trusted team
members.
False
64

65. Primary Factors of The Leadership
Situation
You lead people
and you
manage things.
The situation the team finds itself in will
dictate how much time the leader must
devote to each activity.
65

66. Leaders approach each leadership
situation by considering four factors:
• Mission
• People
• Leadership style
• Environment
66

67. The Mission
Most missions involve many tasks. The
leader must define the mission and set
goals for completing the different parts of
the team’s tasks.
67

68. The leader’s job is to translate this mission
into goals that the team members will
accept and understand.
68

69. A leader should
involve team
members in setting
goals.
The goals the leader and team set must be
challenging but attainable. Unrealistic goals:
• Frustrate even the most dedicated while
• Frivolous goals reduce belief in the
mission’s worth.
69

70. A leader’s role is to set standards of job
performance and to communicate them to the
team. These standards must be reasonable,
consistent with mission, and clearly defined for
every individual.
70

71. If a team member ignores the standards, the
leader must determine the reason and move
quickly to correct the situation through training
or, if needed, administrative or disciplinary
action to prevent the spread of the behavior.
71

72. What action should a leader take for
those who ignore job performance
standards?
A. Accept the reality of such
individuals.
B. Give them another assignment.
C. Take swift corrective action.
D. Formulate an incentive plan.
72

73. What action should a leader take for
those who ignore job performance
standards?
A. Accept the reality of such
individuals.
B. Give them another assignment.
C. Take swift corrective action.
D. Formulate an incentive plan.
73

74. The People
As a leader, you must be sensitive to people
because after all, people perform the mission.
You cannot get the most out of people on your
team unless you first know their abilities.
74

75. Ability has two main elements:
• Training
• Experience
75

76. Training
You should assess each team member’s
level of training. No matter how committed
followers are to the mission, they cannot
contribute to it if they lack proper training.
76

77. Experience
A leader, should know
the:
• background
• experience
• ability
of each team member
regarding every task
assigned them.
77

78. Keep in mind, while
making assignments
seniority or rank may
be a good overall
indicator, but the
person may never
have done a certain
job or been in a
particular
environment before.
78

79. A leader must know the _______ of the
members of their team before he/she
can get the best performance out of
them.
A. family situations
B. expectations
C. personal goals
D. abilities
79

80. A leader must know the _______ of the
members of their team before he/she
can get the best performance out of
them.
A. family situations
B. expectations
C. personal goals
D. abilities
80

81. The Leadership Style
Successful leaders adapt their leadership style
to meet the mission demands and to reflect the
abilities and experience of their people, but in
choosing a leadership style, good leaders also
take into account their own individual
strengths and weaknesses.
81

82. The Leadership Style
For example:
• If you communicate well but don’t like
public speaking, use personal
conferences as much as possible.
• If you write well, take advantage of the
skill by writing letter of appreciation, or
other forms of correspondence.
• If you’re adept at leading discussions,
bring people together to solve problems.
82

83. Your leadership style must correspond to
your team members’ knowledge, abilities,
and skills.
1. When one or more of your team
members doesn’t know how to do the
job, you must spend much time giving
that member guidance and support.
83

84. Your leadership style must correspond to
your team members’ knowledge, abilities,
and skills.
2. If your team members are able but lack
motivation, let them participate in
planning the task. Motivate them by
maintaining a professional working
relationship. With this encouragement
from you, they’ll soon show greater
motivation.
84

85. Your leadership style must correspond to
your team members’ knowledge, abilities,
and skills.
3. If your team members have extensive
experience and are enthusiastic about
the task, provide them greater freedom.
If they are on the track toward meeting
your goals and objectives, let them
complete their task in the way they
choose. As the leader, you are still
responsible for the mission, so be sure
to monitor the group’s progress.
85

86. The Environment
There’s no way to plan
for every possible
outcome. Good
leaders know a
leadership method
that worked in one
situation with one
group may not work
with the same group
Admiral in a different
Michael G. Mullen environment.
Chairman JCS
86

87. Think again about
the volunteer team
formed at your
school to help the
tornado victims.
Even if the team is great, it will encounter
problems which will develop and create a
new and unpredictable environment that
the group’s leader will have to deal with.
87

88. Think again about
the volunteer team
formed at your
school to help the
tornado victims.
As a leader, you must alter your leadership
behavior as necessary to accommodate
changes in the mission’s environment. The
key is to stay flexible and adapt to the
situation you face.
88

89. A good leader will choose a leadership
style that takes into account his/her
own _______.
A. goals
B. strengths and weaknesses
C. comfort zone
D. ambitions
89

90. A good leader will choose a leadership
style that takes into account his/her
own _______.
A. goals
B. strengths and weaknesses
C. comfort zone
D. ambitions
90

91. If a leader realizes that he/she is not
comfortable in the role of public speaker,
which of these adaptations would best
compensate for that weakness?
A. Ask a team member skilled in public
speaking to take over this responsibility
B. Communicate with group members only
in writing
C. Meet with the team members in small
groups
D. Hold large meetings anyway even if they
are not particularly effective
91

92. If a leader realizes that he/she is not
comfortable in the role of public speaker,
which of these adaptations would best
compensate for that weakness?
A. Ask a team member skilled in public
speaking to take over this responsibility
B. Communicate with group members only
in writing
C. Meet with the team members in small
groups
D. Hold large meetings anyway even if they
are not particularly effective
92

93. Six Traits of an Effective Leader
Effective leaders have
certain distinguishing
characteristics, or traits,
that make up the
foundation of their
approach to their work.
MCPON
Joe R. Campa Jr.
93

94. Character is who you
are 24 hours a day,
seven days a week,
regardless of:
• Where you are
• Who you are with
• Who might be
MCPON watching.
Joe R. Campa Jr.
94

95. Many traits go into building a strong
character. As a future leader, there are
six traits that are essential for your
success. They are:
• Integrity
• Loyalty
• Commitment
• Energy
• Decisiveness
• Selflessness
95

96. Integrity
Having integrity means
establishing a set of
values and adhering to
them.
This is the combination
of sound moral
principles, truthfulness,
and honesty.
96

97. How can you spot integrity?
A leader who has
an opportunity to
pass off an
unpleasant task to
a sleeping team
member follows the
schedule and fairly
assigns the task to
the next person on
the list.
97

98. How can you spot integrity?
The leader decides
to counsel, rather
than punish, the
sleeping team
member.
A leader with
integrity treats all
team members
fairly, putting aside
personal feelings.
98

99. Loyalty
This is the ability to remain faithful to your
superiors, peers, and subordinates. Only
when leaders are loyal to their team can
they expect the team to be loyal to them.
99

100. An individual’s _______ defines
him/her as a leader and serves as the
basis for decisions and treatment of
others.
A. character
B. background
C. experience
D. personality
100

101. An individual’s _______ defines
him/her as a leader and serves as the
basis for decisions and treatment of
others.
A. character
B. background
C. experience
D. personality
101

102. Commitment
Dedicated service is the hallmark of the
leader. A leader must demonstrate total
dedication to the United States, the Navy, and
the team. Commitment, a Navy Core Value, is
contagious.
102

103. An example of
commitment:
The leader calls on the team to rally around a
team member who’s having personal
problems. Under their leader’s guidance,
team members stand united to act if a fellow
team member asks for help.
103

104. No team member takes on this role of support
alone. The leader asks team members to
express their own commitment, not only to
the team member in trouble, but to the team
104
as a unit.

105. Energy
Admiral General
Arleigh Burke Colin Powell
Energy is an enthusiasm and drive to take
the initiative. Throughout history,
successful leaders have had the
perseverance and stamina to stay the
course and get the job done.
105

106. You can fail, despite your talents, if you
don’t use all your energy to finish the job.
Applying your energy to the team and its
mission is the key to success.
106

107. An example of
energy is holding a
scheduled outdoor
training session,
during an
unexpected
snowstorm.
The leader reminds the team that the
training is essential to prepare for its
mission. Rather than cancel the training, the
leader encourages team members to relish
the opportunity to come together in
adversity to perform.
107

108. A leader should be a model of _______
toward the U.S. and to the Navy, but
also to the team, which might be
displayed by asking for a show of
support for a team member who is ill.
A. commitment
B. energy
C. decisiveness
D. integrity
108

109. A leader should be a model of _______
toward the U.S. and to the Navy, but
also to the team, which might be
displayed by asking for a show of
support for a team member who is ill.
A. commitment
B. energy
C. decisiveness
D. integrity
109

110. Decisiveness
Decisiveness is a willingness to act then
have the self-confidence to make timely
decisions and communicate those decisions
to the team.
110

111. Decisiveness
includes the
willingness to accept
responsibility for the
outcome of one’s
acts. Leaders are
always
accountable—when
things go wrong as
well as when they go
right.
President
George W. Bush
111

112. A team leader
has five team
members but
only three
slots in a
training
program.
The leader assesses the team members
individually and decides which three will
benefit most from the training. In private, the
leader tells each member of the decision and
gives reasons for it.
112

113. A team leader
has five team
members but
only three
slots in a
training
program.
Because the decision was made fairly, the two
team members not selected should respect the
decision just as much as the members who are
chosen do. All members know that the leader
made the decision based on careful thought,
not on personal preference.
113

114. Selflessness
Selflessness is the ability to sacrifice
personal needs and wants for a greater
cause.
114

115. Leaders put accomplishing their mission
and caring for their people before their own
welfare or desires. Willingness to sacrifice
is essential to military service.
115

116. Selflessness includes the courage to face
and overcome difficulties and physical
dangers. This includes the need to make
difficult decisions.
116

117. What term is used to refer to a
willingness to act?
A. Commitment
B. Energy
C. Motivation
D. Decisiveness
117

118. What term is used to refer to a
willingness to act?
A. Commitment
B. Energy
C. Motivation
D. Decisiveness
118

119. Personal Qualities of an Effective Leader
Personal qualities common in a successful
leader:
• Courage • Confidence
• Sense of • Sense of humor
responsibility • Tact
• Set the example • Common sense
• Self-Discipline
119

120. Courage
A good leader has the moral courage to make
difficult decisions. A leader with moral
courage has the strength of character to
confront a tough situation head-on rather
than pass the buck to someone else and
refuse to decide.
120

121. Courage and strength of character are
essential to effective leadership.
That’s one reason courage is a Navy
core value.
121
121

122. Responsibility
Good leaders are responsible and accountable
for their actions. You must be willing to
answer to your superiors as well as to your
followers.
122

123. The Ability to Set an Example
A good leader must
always set a good
example in standard
of performance,
conduct, and
appearance. Lack of
self-control in a leader
destroys a unit’s
cohesion and impairs
its ability to perform.
123

124. Effective leaders must demonstrate
moral _______ to make tough
decisions and face difficulties, rather
than pass the buck.
A. courage
B. energy
C. integrity
D. control
124

125. Effective leaders must demonstrate
moral _______ to make tough
decisions and face difficulties, rather
than pass the buck.
A. courage
B. energy
C. integrity
D. control
125

126. Self-Discipline
There will always be rules, and you will be
expected to be disciplined enough to follow
them. If you do not provide your own
discipline (self-discipline), someone else
will usually have to provide it for you.
126

127. A good leader will always be dependable
and willing to fulfill responsibilities
without the need of direct supervision.
127
127

128. Self-Confidence
A good leader knows self, abilities, and is
decisive.
128

129. You must practice your leadership skills to
develop them. The NJROTC program offers
you numerous opportunities to practice
leadership skills and develop self-
confidence.
129

130. A Sense of Humor
A good leader must be friendly and have the
ability to see humor in a situation.
Sometimes, as the old saying goes, laughter
is the best medicine.
130

131. So that they can meet standards and
comply with rules and regulations in
many areas of life, young people must
provide their own _______, or
someone else will have to do it for
them.
A. energy
B. discipline
C. knowledge
D. organization
131

132. So that they can meet standards and
comply with rules and regulations in
many areas of life, young people must
provide their own _______, or
someone else will have to do it for
them.
A. energy
B. discipline
C. knowledge
D. organization
132

133. Tact
A good leader has the ability to deal with
others in a respectful manner.
133

134. The leader who displays tact in dealing
with others encourages courteous
treatment in return.
134

135. The use of tact is very important in times of
stress, such as when you are criticizing a
subordinate.
135

136. The sarcastic or ―smart aleck‖ approach
usually does not create a positive response
to directions or orders.
136

137. Common Sense
Good leaders try to make the right choices
and treat others as they would like to be
137
treated.

138. Questions to ask yourself when making
choices:
• If I do what I’m thinking of doing, would
I be willing to have my action enacted
into law and required of everyone?
138

139. • If I were considering using someone
else for my own personal gain, would I
allow myself to be used in that way?
139

140. • Would I be willing to explain to a jury
why I chose this action?
140

141. • Would I do this if I knew it would be on
tonight’s television news?
141

142. • What would I think of this action if my
worst enemy did it?
142

143. • If my reason for acting this way is that
everyone else does it, would I do it if no
one else did it?
143

144. • Would I do this if I knew I would have to
explain my reasons to my family?
144

145. • Would I be content with this action if
my boss or a member of my family
did the same thing?
145

146. • Would I be content to have each of my
followers behave exactly as I intend to
in this situation?
146

147. • My team could win the game by
violating a rule. Before I call this play,
would I be upset if the losing team took
the same action?
147

148. • If what I do hurts no one very much,
would I be willing to let everyone do
the same thing?
148

149. • If there is very little harm in what I
want to do, what kind of person will
I become if it gets to be a habit?
149

150. If a leader uses _______, he/she treats
others courteously and respectfully,
especially in situations where he/she
must criticize a subordinate.
A. a sense of humor
B. empathy
C. tact
D. self-control
150

151. If a leader uses _______, he/she treats
others courteously and respectfully,
especially in situations where he/she
must criticize a subordinate.
A. a sense of humor
B. empathy
C. tact
D. self-control
151

152. True or False: Being sarcastic or
insensitive is the opposite of using
tact.
152

153. True or False: Being sarcastic or
insensitive is the opposite of using
tact.
True
153

154. Qualifications for Leadership
Former CNO Admiral
George W. Anderson Jr.
lists these qualifications
in judging officers’
abilities as leaders:
• ACHIEVEMENTS - They produce results; many
are industrious. The effectiveness of the work
serves as a measure of their achievements.
154

155. • ABILITY TO MAKE
DECISIONS - They
evaluate information,
analyze the problem, and
then integrate the two
into a sound and incisive
decision. (This is closely
allied to achievement.)
155

156. • PERSONAL
APPEARANCE - They
take pride in every
detail of their personal
appearance.
156

157. • MILITARY BEARING -
They conduct
themselves in a
professional military
manner 24 hours a
day, every day.
157

158. • MENTAL ALERTNESS -
They give continual
attention to detail
coupled with an
awareness of the big
picture.
158

159. • ABILITY TO EXPRESS
SELF - They express
themselves clearly,
orally and in writing, to
communicate their
ideas and decisions.
159

160. • BEING A GOOD
SHIPMATE - They do not
lose sight of their
relationships with
others in the Navy. They
realize they can be
effective only through
others.
160

161. • IMAGINATION - They use
their imagination and
initiative to improve the
task performance of their
entire unit as well as
their own performance.
161

162. • KNOWLEDGE OF THE
JOB - They have a
complete mastery of
their job plus a detailed
knowledge of all its
responsibilities,
including those of
subordinates.
162

163. • MANNER OF PERFORMANCE - They know
themselves, the job, the enlisted personnel,
and the immediate situation. They use four
approaches to get this done:
1. Personally do it
2. Drive others to do it
3. Inspire others to do it
4. Combine the three in the best manner.
163

164. • SOCIAL GRACE - They
know the rules of social
etiquette, such as which
fork to use; but more
importantly, they know
how to show a sincere
interest in the people
they meet.
164

165. • SENSE OF HUMOR -
They keep everything in
the proper perspective;
they distinguish
between the important
and the trivial.
165

166. • PERSONAL BEHAVIOR -
They reflect integrity and
honor in every facet of
their behavior.
166

167. Former Chief of Naval Operations
Adm. George W. Anderson Jr. states
that effective leaders go further than
knowing rules of social etiquette, that
they show a _______ interest in those
they meet.
A. lively
B. polite
C. sincere
D. special
167

168. Former Chief of Naval Operations
Adm. George W. Anderson Jr. states
that effective leaders go further than
knowing rules of social etiquette, that
they show a _______ interest in those
they meet.
A. lively
B. polite
C. sincere
D. special
168

169. True or False: Former Chief of Naval
Operations Adm. George W. Anderson
Jr. believes that effective leaders use
their imaginations.
169

170. True or False: Former Chief of Naval
Operations Adm. George W. Anderson
Jr. believes that effective leaders use
their imaginations.
True
170

171. Leadership Opportunities in NJROTC
One of the many benefits of participating
in NJROTC is the many opportunities you
have to develop and practice your
leadership skills.
171

172. Unit Organization
172

173. Organization of Small Units
173

174. Organization of Large Units
174

175. 175

176. Units with more than _______ cadets
are organized into a battalion that has
two or more companies.
A. 99
B. 125
C. 150
D. 175
176

177. Units with more than _______ cadets
are organized into a battalion that has
two or more companies.
A. 99
B. 125
C. 150
D. 175
177

178. A unit will usually have a:
• Color guard
178

179. • Drill Team
179

180. • Armed Drill Team
180

181. • Rifle Team
181

182. A unit could have an:
• Academic Team
182

183. • Pistol Team
183

184. • Orienteering Team
184

185. • Drum and Bugle Corps
185

186. • Athletic Team
Each team normally has a cadet
as team captain or commander.
186

187. Most NJROTC units have at least three
teams, including a color guard team, a
drill team, and a _______.
A. drum and bugle corps
B. pistol team
C. orienteering team
D. rifle team
187

188. Most NJROTC units have at least three
teams, including a color guard team, a
drill team, and a/an _______.
A. drum and bugle corps
B. pistol team
C. orienteering team
D. rifle team
188

189. Sample Leadership Position
Descriptions
NJROTC Enlisted Rates
Seaman Petty Officer Chief
189

190. Captain
Commander
Lieutenant NJROTC
Commander Officer
Lieutenant Ranks
Lieutenant
(Junior Grade)
Ensign
190

191. CADET
CAPTAIN
• The collar device is six attached gold bars.
• The highest rank that can be attained by a
cadet in NJROTC.
• Assignment as regimental commander
(only if 300 or more cadets).
191

192. Company/Battalion Commander
192

193. Company/Battalion Commander:
• Accountable for appearance, discipline,
efficiency, training, performance, and
conduct of the unit
• Ensures that all cadets are afforded
opportunities for leadership in accordance
with their experience and ability
• Carries out the orders of the naval science
instructors
193

194. Executive Officer
194

195. Executive Officer:
• Acts in place of the Company Commander,
if required
• Supervises the unit staff
• Carries out all tasks assigned by the
Company Commander
195

196. Operations Officer
196

197. Operations Officer:
• Schedules and coordinates all activities of
the unit
• Prepares a unit annual, monthly, and
weekly calendar of activities
197

198. What officer ensures that suitable
leadership opportunities are available
for all cadets?
A. Company Commander
B. Administrative Officer
C. Operations Officer
D. Executive Officer
198

199. What officer ensures that suitable
leadership opportunities are available
for all cadets?
A. Company Commander
B. Administrative Officer
C. Operations Officer
D. Executive Officer
199

200. Administrative Officer
Administrative Officer:
• Keeps unit administrative files and records
• Ensures that all unit reports are prepared
and submitted as required
• Prepares all unit correspondence
200

201. Supply Officer
201

202. Supply Officer:
• Inventories, orders, and issues all unit
supplies and equipment
• Orders, stores, inventories, and accounts
for all uniform items
• Maintains appearance, security, and
control of unit storeroom
202

203. Platoon Commander
203

204. Platoon Commander:
• Accountable for appearance, discipline,
training, performance, and conduct of
platoon members
• Ensures that all members of the platoon
are afforded opportunities for leadership
in accordance with their experience and
ability
• Carries out the orders of the Company
Commander
204

205. Team Captains
Armed Drill Color Guard
205 Unarmed Drill Athletics

206. Team Captains:
• Accountable for the selection, training,
motivation, and performance of the
assigned team members
• Coordinates all team activities with the
Operations Officer
• Carries out orders and duties as assigned
by the Company Commander
206

207. What officer maintains files, prepares
correspondence, and ensures the
timely submission of reports?
A. Administrative Officer
B. Executive Officer
C. Operations Officer
D. Supply Officer
207

208. What officer maintains files, prepares
correspondence, and ensures the
timely submission of reports?
A. Administrative Officer
B. Executive Officer
C. Operations Officer
D. Supply Officer
208

209. Conclusion
Scaling the Herndon
monument by first
year Naval Academy
plebes.
The job is dirty, tiring, and strenuous. No one
midshipman ever reaches the top by him or
herself. This ritual is a symbol—not of how one
person can scramble to the top solo—but of
how Navy teamwork and successful leadership
get things done.
209

210. You can be a leader!
Working to nurture the qualities of successful
leadership in your own character is essential
to becoming a leader. This process takes
work, but the effort will be well worth it.
210

211. What term is used to refer to the
art of influencing and directing
people in order to accomplish a
mission?
A. Guidance
B. Management
C. Leadership
D. Supervision
211

212. What term is used to refer to the
art of influencing and directing
people in order to accomplish a
mission?
A. Guidance
B. Management
C. Leadership
D. Supervision
212

213. What term is used to refer to
directing the use of resources to
achieve team objectives?
A. Logistics
B. Leadership
C. Development
D. Management
213

214. What term is used to refer to
directing the use of resources to
achieve team objectives?
A. Logistics
B. Leadership
C. Development
D. Management
214

215. What leadership style is based
on the idea that there is no one
best way to lead and influence
people and is flexible because it
is dependent upon the people
and the task?
A. Situational
B. Adaptable
C. Environmental
D. Conditional
215

216. What leadership style is based
on the idea that there is no one
best way to lead and influence
people and is flexible because it
is dependent upon the people
and the task?
A. Situational
B. Adaptable
C. Environmental
D. Conditional
216

217. A leader who is oriented toward
the _______ analyzes how best
to use the people to get the job
done.
A. people
B. task
C. organization
D. environment
217

218. A leader who is oriented toward
the _______ analyzes how best
to use the people to get the job
done.
A. people
B. task
C. organization
D. environment
218

219. A leader who is oriented toward
the _______ uses his/her
interaction with the individual
team members to get the job
done.
A. task
B. organization
C. people
D. mission
219

220. A leader who is oriented toward
the _______ uses his/her
interaction with the individual
team members to get the job
done.
A. task
B. organization
C. people
D. mission
220

221. What term is used to refer to a
leader’s supportive, two-way
communication with team
members?
A. Relationship behavior
B. Task behavior
C. Empathy management
D. Group dynamics
221

222. What term is used to refer to a
leader’s supportive, two-way
communication with team
members?
A. Relationship behavior
B. Task behavior
C. Empathy management
D. Group dynamics
222

223. If a leader shows understanding,
awareness, and sensitivity
toward team members, he/she is
being _______.
A. cooperative
B. charismatic
C. tactful
D. empathetic
223

224. If a leader shows understanding,
awareness, and sensitivity
toward team members, he/she is
being _______.
A. cooperative
B. charismatic
C. tactful
D. empathetic
224

225. What term is used to refer to a
leader’s involvement in defining
the team’s job and includes
direction on what to do, when to
do it, and how to do it?
A. Managerial behavior
B. Task behavior
C. Situational behavior
D. Relationship behavior
225

226. What term is used to refer to a
leader’s involvement in defining
the team’s job and includes
direction on what to do, when to
do it, and how to do it?
A. Managerial behavior
B. Task behavior
C. Situational behavior
D. Relationship behavior
226

227. In what leadership style does the
leader provide specific
instructions and close
supervision, with a high task
orientation and a low
relationship orientation?
A. Delegating
B. Participating
C. Selling
D. Telling
227

228. In what leadership style does the
leader provide specific
instructions and close
supervision, with a high task
orientation and a low
relationship orientation?
A. Delegating
B. Participating
C. Selling
D. Telling
228

229. In what leadership style does the
leader closely supervise task
completion and give explanations
and chances for team members to
ask questions, with a high task
orientation and a high
relationship orientation?
A. Participating
B. Telling
C. Selling
D. Delegating
229

230. In what leadership style does the
leader closely supervise task
completion and give explanations
and chances for team members to
ask questions, with a high task
orientation and a high
relationship orientation?
A. Participating
B. Telling
C. Selling
D. Delegating
230

231. In what leadership style does the
leader advance efforts toward task
completion by soliciting ideas from
and giving decision-making
responsibility to team members,
with a high relationship orientation
and a low task orientation?
A. Participating
B. Delegating
C. Selling
D. Telling
231

232. In what leadership style does the
leader advance efforts toward task
completion by soliciting ideas from
and giving decision-making
responsibility to team members,
with a high relationship orientation
and a low task orientation?
A. Participating
B. Delegating
C. Selling
D. Telling
232

233. In what leadership style does the
leader hand over decision-making
responsibility, problem solving,
and implementation to team
members, with a low relationship
orientation and a low task
orientation?
A. Telling
B. Delegating
C. Selling
D. Participating
233

234. In what leadership style does the
leader hand over decision-making
responsibility, problem solving,
and implementation to team
members, with a low relationship
orientation and a low task
orientation?
A. Telling
B. Delegating
C. Selling
D. Participating
234

235. Which of the following statements about
leaders is NOT true?
A. According to leadership etiquette, a
successful leader pitches in and helps
when times get hard.
B. Successful leaders know that their
power comes from within, and it can
never be taken away.
C. Successful leaders understand that
leadership is a responsibility, not a
position of glory and popularity.
D. Successful leaders are aware that they,
like everyone else, are accountable to
235 someone.

236. Which of the following statements about
leaders is NOT true?
A. According to leadership etiquette, a
successful leader pitches in and helps
when times get hard.
B. Successful leaders know that their
power comes from within, and it can
never be taken away.
C. Successful leaders understand that
leadership is a responsibility, not a
position of glory and popularity.
D. Successful leaders are aware that they,
like everyone else, are accountable to
236 someone.

237. A leader must establish _______
that are reasonable and clearly
defined, recognizing those who
meet them and correcting those
who do not.
A. self-assessment methods
B. backup plans
C. job performance standards
D. rewards systems
237

238. A leader must establish _______
that are reasonable and clearly
defined, recognizing those who
meet them and correcting those
who do not.
A. self-assessment methods
B. backup plans
C. job performance standards
D. rewards systems
238

239. Even if team members’
commitment level is high, if
they do not have adequate
_______ for the mission they
cannot fully contribute.
A. incentives
B. physical endurance
C. accountability
D. training
239

240. Even if team members’
commitment level is high, if
they do not have adequate
_______ for the mission they
cannot fully contribute.
A. incentives
B. physical endurance
C. accountability
D. training
240

241. An individual’s _______ is
constant, and defines him/her
as a leader, serves as the basis
for decisions and treatment of
others.
A. character
B. personality
C. background
D. experience
241

242. An individual’s _______ is
constant, and defines him/her
as a leader, serves as the basis
for decisions and treatment of
others.
A. character
B. personality
C. background
D. experience
242

243. After a team is assigned a mission, the leader
should take all of the following actions except
which one?
A. Ensure that goals are both challenging and
attainable so that team members will not
become frustrated
B. Divide the mission into goals that the
members will accept and understand
C. Include a few trivial, easily accomplished
goals since they will provide impetus for
completing the others
D. Allow team members to help set the goals
because they will then support them more
enthusiastically
243

244. After a team is assigned a mission, the leader
should take all of the following actions except
which one?
A. Ensure that goals are both challenging and
attainable so that team members will not
become frustrated
B. Divide the mission into goals that the
members will accept and understand
C. Include a few trivial, easily accomplished
goals since they will provide impetus for
completing the others
D. Allow team members to help set the goals
because they will then support them more
enthusiastically
244

245. What course of action should a leader
take with team members who do not
know how to do the job?
A. Encourage them by allowing them to
participate in the planning
B. Spend a great deal of time giving
them guidance and support
C. Give them plenty of freedom initially
to see if they can become self-
sufficient
D. Handle them exactly the same as all
other group members to avoid the
245
appearance of favoritism

246. What course of action should a leader
take with team members who do not
know how to do the job?
A. Encourage them by allowing them to
participate in the planning
B. Spend a great deal of time giving
them guidance and support
C. Give them plenty of freedom initially
to see if they can become self-
sufficient
D. Handle them exactly the same as all
other group members to avoid the
246
appearance of favoritism

247. What course of action should a leader take
with team members who are experienced
and enthusiastic about their assignments?
A. Encourage them by allowing them to
participate in the planning
B. Spend time giving them subtle guidance
so that they will clearly realize who is in
charge
C. Handle them exactly the same as all
other group members to avoid the
appearance of favoritism
D. Allow them to complete their tasks
however they choose while monitoring
247 their progress

248. What course of action should a leader take
with team members who are experienced
and enthusiastic about their assignments?
A. Encourage them by allowing them to
participate in the planning
B. Spend time giving them subtle guidance
so that they will clearly realize who is in
charge
C. Handle them exactly the same as all
other group members to avoid the
appearance of favoritism
D. Allow them to complete their tasks
however they choose while monitoring
248 their progress

249. A leader with _______ is whole
in body, mind, and spirit and
treats all team members fairly,
no matter his/her personal
feelings toward them.
A. integrity
B. selflessness
C. loyalty
D. commitment
249

250. A leader with _______ is whole
in body, mind, and spirit and
treats all team members fairly,
no matter his/her personal
feelings toward them.
A. integrity
B. selflessness
C. loyalty
D. commitment
250

251. What term is used to refer to a
willingness to act?
A. Commitment
B. Energy
C. Decisiveness
D. Motivation
251

252. What term is used to refer to a
willingness to act?
A. Commitment
B. Energy
C. Decisiveness
D. Motivation
252

253. A leader who is _______ shows
faithfulness and allegiance to
colleagues, whether they are
peers, superiors, or subordinates
and knows he/she cannot expect
it from them if they do not receive
it from him/her.
A. selfless
B. decisive
C. loyal
D. empathetic
253

254. A leader who is _______ shows
faithfulness and allegiance to
colleagues, whether they are
peers, superiors, or subordinates
and knows he/she cannot expect
it from them if they do not receive
it from him/her.
A. selfless
B. decisive
C. loyal
D. empathetic
254

255. A leader’s _______ is the
enthusiasm, perseverance, and
stamina he/she brings to a task.
A. motivation
B. energy
C. decisiveness
D. commitment
255

256. A leader’s _______ is the
enthusiasm, perseverance, and
stamina he/she brings to a task.
A. motivation
B. energy
C. decisiveness
D. commitment
256

257. What term is used to refer to the
sacrifice of personal needs and
wants for a greater good?
A. Selflessness
B. Loyalty
C. Empathy
D. Commitment
257

258. What term is used to refer to the
sacrifice of personal needs and
wants for a greater good?
A. Selflessness
B. Loyalty
C. Empathy
D. Commitment
258

259. If a leader uses _______, he/she
treats others courteously and
respectfully, especially in
situations where he/she must
criticize a subordinate.
A. empathy
B. tact
C. a sense of humor
D. self-control
259

260. If a leader uses _______, he/she
treats others courteously and
respectfully, especially in
situations where he/she must
criticize a subordinate.
A. empathy
B. tact
C. a sense of humor
D. self-control
260

261. Since a leader sets the
standards for conduct and
performance by personal
example, team members will
_______ him/her.
A. criticize
B. ignore
C. admire
D. imitate
261

262. Since a leader sets the
standards for conduct and
performance by personal
example, team members will
_______ him/her.
A. criticize
B. ignore
C. admire
D. imitate
262

263. Former Chief of Naval Operations
Adm. George Anderson states
that effective leaders go further
than knowing rules of social
etiquette, that they show a
_______ interest in those they
meet.
A. polite
B. special
C. sincere
D. dignified
263

264. Former Chief of Naval Operations
Adm. George Anderson states
that effective leaders go further
than knowing rules of social
etiquette, that they show a
_______ interest in those they
meet.
A. polite
B. special
C. sincere
D. dignified
264

265. NJROTC units with 151-299
cadets are organized into a
_______.
A. company
B. battalion
C. regiment
D. platoon
265

266. NJROTC units with 151-299
cadets are organized into a
_______.
A. company
B. battalion
C. regiment
D. platoon
266

267. What officer maintains files,
prepares correspondence, and
ensures the timely submission
of reports?
A. Administrative Officer
B. Executive Officer
C. Operations Officer
D. Supply Officer
267

268. What officer maintains files,
prepares correspondence, and
ensures the timely submission
of reports?
A. Administrative Officer
B. Executive Officer
C. Operations Officer
D. Supply Officer
268

269. What officer oversees the
appearance, discipline, and
conduct of the unit and ensures
that suitable leadership
opportunities are available for
all cadets?
A. Administrative Officer
B. Platoon Commander
C. Executive Officer
D. Company Commander
269

270. What officer oversees the
appearance, discipline, and
conduct of the unit and ensures
that suitable leadership
opportunities are available for
all cadets?
A. Administrative Officer
B. Platoon Commander
C. Executive Officer
D. Company Commander
270