1. Five C's of a Team
    Community, Cooperation, Coordination, Communications, and Coaching (Unit Manager)
  2. Team Roles - Flexors
    Focus on everything as a combination of other four roles, able to connect and negotiate with all type of people, able to identify what's missing in the process and fill in the gap (Unit Manager)
  3. Team Roles - Refiners
    Focus on analysis, offs new ideas and alternatives, identifies and clarifies problems, challenges all concepts, and tends to be a "green" temperament because they are detail-orientated (Unit Manager)
  4. Team Roles - Advancers
    focus on interaction, are not-easily discouraged, serves as a energetic spot of team goals, and serves as well-developed promoters because they typically are a "blue" temperament which means they tend to be positive with self confident attitudes (Unit Manager)
  5. Team Roles - Creators
    focus on the possibilities, offers fresh perspective, sees the "big picture", willing to solve problems, generates new ideas, and has a "orange" temperament which means they tend to be spontaneous and exciting (Unit Manager)
  6. Team Roles in "CARE"
    (C)reators, (A)dvancer, (R)efiners, (E)xecutors, and Flexors (Unit Manager)
  7. Team Mission
    An NCO must completely understand and accept _____ before they can influence and motivate others to commit to it (Unit Manager)
  8. Teams
    A group organized to work together (Unit Manager)
  9. Groups
    A gathering of persons located together (Unit Manager)
  10. Leadership Power - Coercive
    Discipline and accountability
  11. Executors
    Focus on realization, implements ideas and solutions, follows up on team objectives, meticulous in directions, and tends to be a "gold" temperament because they are assertive and independent (Unit Manager)
  12. Community
    Make them feel essential and like they are important part of the team (Unit Manager)
  13. Cooperation
    Ensure everyone knows and understands the mission and purpose (Unit Manager)
  14. Coordination
    Ensure members know they are important to the mission (Unit Manager)
  15. Communications
    Ensure everyone feels like they are part of the team; give feedback early and often (Unit Manager)
  16. Coaching
    Teach others and give positive reinforcement (Unit Manager)
  17. Five Common Dysfunctions
    Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, Inattention to Results (Unit Manager)
  18. Common Dysfunctions - Absence of Trust
    Impacts willingness for members to open up/share knowledge, feelings, and concerns with one another (Unit Manager)
  19. Common Dysfunctions - Fear of Conflict
    Lack of trust in one another, fears retaliation or results from speaking up (Unit Manager)
  20. Common Dysfunctions - Lack of Commitment
    Refusing to trust. Will cast doubt and struggle to commit (Unit Manager)
  21. Common Dysfunctions - Avoidance of Accountability
    Fears retaliation and conflict and therefore avoids situations that these occur in -- such as holding one accountable. (Unit Manager)
  22. Common Dysfunctions - Inattention to Results
    Members place their individual needs and goals ahead of the team and organization. (Unit Manager)
  23. Stages of Team Development
    Forming, Storming, Norming, Performing, Adjourning/Transforming (Unit Manager)
  24. Measuring TEAM Success
    Talent, Expertise, Assessments, Means (Unit Manager)
  25. Measuring TEAM Success - Talent
    skills and abilities (Unit Manager)
  26. Measuring TEAM Success - Expertise
    knowledge and experience (Unit Manager)
  27. Measuring TEAM Success - Assessments
    Customer surveys, inspections, performance evaluations (Unit Manager)
  28. Measuring TEAM Success - Means
    Resources: equipment, facilities, finances, time, information (Unit Manager)
  29. Full Range Leadership Development (FRLD)
    Suggests leaders perform throughout a gamut of leadership behaviors ranging from active and effective behavior to a more passive and less effective behavior (Unit Manager)
  30. Leader
    Someone who influences others to achieve a goal. Includes traits like confidence, extraversion, values, beliefs, and ideas regarding how things are and should be. (Unit Manager)
  31. Follower
    Chooses to follow a leader because of leader's character, abilities, and vision. Possesses a love of learning and passion to apply what they've learned (Unit Manager)
  32. Situation
    Relative to circumstances, position, or context that surrounds leaders and followers (Unit Manager)
  33. Positive Reinforcement
    Public recognition, praise, or award (Unit Manager)
  34. Negative Reinforcement
    Removing UIF and restrictions (Unit Manager)
  35. Positive Punishment
    Applying restrictions, UIF, additional duties (Unit Manager)
  36. Negative Punishment
    Withholding freedoms and liberties, revoking a promotion (Unit Manager)
  37. Laissez-Faire
    Development of their subordinates is someone else's problem and demonstrates laziness (Unit Manager)
  38. Management by Exception - Passive (MBE-P)
    "if it isn't broke, don't fix it" leadership approach; subordinates will react to this with two typical responses: 1) hiding their inactivity in groups and feeling justified to their laziness 2)Member's pick up the lazy leader's slack (Unit Manager)
  39. Management by Exception - Active (MBE-A)
    Detailed instructions, careful observations, and active supervision (Unit Manager)
  40. Transactional Leadership and Contingent Reward
    Leader sets goals, identifies ways to reach the goals, and supports in meeting expectations. A reward is provided to reinforce demonstrated positive behavior (Unit Manager)
  41. Transformational Leadership "Four I's"
    Individual Consideration, Intellectual Stimulation, Inspirational Motivation, Idealized Influence (Unit Manager)
  42. Individual Consideration
    Caring (Unit Manager)
  43. Intellectual Stimulation
    Thinking (Unit Manager)
  44. Inspirational Motivation
    Charming (Unit Manager)
  45. Idealized Influence
    Influencing (Unit Manager)
  46. McClelland's Need Theory
    For a reward to be appropriate, accepted, and effective, it must fulfill a member's needs (Unit Manager)
  47. Need for Achievement
    Accomplishes something difficult with little to no help (Unit Manager)
  48. Need for Affiliation
    Spends time maintaining social relationships and wants to be accepted (Unit Manager)
  49. Need for Power
    Prefers positions where they can influence outcomes (Unit Manager)
  50. Intrinsic (Internal) Motivation
    Sense of meaningfulness, sense of choice, sense of competence, sense of progress (Unit Manager)
Card Set
Course 15B - Terms and Formative Questions