Army OCS Leadership Questions and Answers Rated A+

Army OCS Leadership Questions and Answers Rated A+ Factors of a Positive Climate - Protect them - Train Them - Hold them accountable - Be fair and consistent - Respect them Encouraging Initiative - Encourage to exercise initiative - Create non-threatening environment Self Aware Leaders - Analyze themselves - Ask hard questions (experiences, events, actions) 3 Core Domains that shape critical learning experiences - Institutional training - Training/job experiences (gained during operational assignments) - Self-development 3 Principal Ways of Developing Others (Provide knowledge and feedback though) - Counseling - Coaching - Mentoring 4 Stages Counseling Process - ID need for counseling - Prepare - Conduct (dev. a plan of action) - Follow up 3 Types of Developmental Counseling - Event Counseling - Performance Counseling - Professional Growth Counseling Event Counseling - Covers a specific event/situation - May precede/follow events Performance Counseling - Review of a subord. duty performance during a specified period Professional Growth Counseling - Developmental orientation (planning for accomplishment of goals) Approaches to Counseling - Directive - Nondirective - Combined *Major diff between the 3: degree to which subord. participates during counseling session Directive Approach - Simple problems - On-the-spot Corrections - Leader tells subord. what/when to do/it Non-Directive Approach - Preferred Method - Leaders use experience, insight, judgement (used to explain counseling process and expectations) Combined Approach - Techniques from both directive & non-directive - Emphasizes subord planning & decision-making responsibilities How can a leader provide effective counseling - Respect the subordinate - Have Credibility - Remove personal bias - Avoid rash judgements - Maintain self-control - Possess flexible counseling methods - Follow up on the plan of action *- R.C.R.A.M.P.F. "Really Cold Rockstars Are My Personal Favorite" Mentorship The voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect. -A Leader with greater experience providing advice and guidance with focus on growing in the profession Coaching The guidance of another person's development in new or existing skills during the practice of those skills. 3 developmental stages of building a team Formation, Enrichment, Sustainment General parts of the Formation stage of team building Reception and orientation into unit, learn about leaders and fellow soldiers, and achieve acceptance and belonging Formation Stage during Deployments/War Coping with fear of unknown, adjusting to separation from home and family General Parts of the Enrichment stage of team building Gain trust in leaders and other members of units, establish authority, allow for growth, and build pride in the organization, TRAINING Enrichment Stage during Deployments/War Demonstrate Competence, becoming a team member, learn about the threat General Parts of the Sustainment Stage Ownership and pride exists in the unit, think as a team, and sustain trust and confidence Sustainment Stage during Deployments/War Adjust to continuous operations, cope with current situation, and adjust to enemy actions Keys to Mission Success Task Understanding, Supervision, Assessing progress, and Implementing required adjustment decisions. Based on preparation beforehand Adaptability Effective change in behavior in response to an altered situation Tools/Key Concepts for Adaptability 1) The ability to identify the essential elements critical for performance in each new situation 2) The ability to change practices or unit actions by quickly capitalizing on strengths and minimizing weaknesses 3 Levels of Leadership- Direct, Organizational, and Strategic Direct Leadership Face to face or first-line leadership, provide one on one guidance and direction. Interaction at the lowest levels of the Army 3 Levels of Leadership Direct, Organizational, and Strategic Direct Level Leader Positions Squad Leader, Platoon Sergeant/Platoon Leader, Company Commander, Battalion Commander Organizational Leadership Indirect leadership through multiple levels of subordinates. Guides subordinates to fulfill missions provided by higher command. Directs his intent and manages his resources and personnel in order to achieve the mission Organizational Level Leader Positions Brigade Commander, Division Commander, Corps Commander Strategic Leadership Major Commands; Department of Defense level positions. Involves responsibility for large complex organizations. Focused on long term national security and Geo-Political objectives Strategic Level Leader Positions Major Commands (MACOMs), Department of Defense Leadership Styles Delegative, Authoritative, Participative Delegative Leadership Style Allows subordinates to make all of the decisions, while still being responsible for the decisions made. NOT used to blame others when things go wrong. Empowers subordinates Authoritarian Leadership Style - Leaders tell subordinates what to do and how to do it What can authoritarian leadership style lead to? Being viewed as a dictator, ruling out of fear, demeaning, abusive, and unprofessional behavior and a toxic environment Participative Leadership Style Includes subordinates in the decision making process but maintains the final decision making authority. Not a sign of weakness, rather a sign of strength that your soldiers will respect. Determinants of Leadership Style Personality, Time Available, Stress Levels, Type of Task, Training/Competency What is the Art of Leadership - Values - Experience - Intuition Character traits of Successful Leaders - Build and develop teams - Present an unambiguous mission - Resource, organize, plan, coordinate, coach and mentor - Minimize conflict - Seek subject matter experts - Motivate Most Important Factors of a Leader's Effectiveness (3) - Integrity - Credibility - Trustworthiness How to Effectively Manage Time - Prioritization - 1/3, 2/3 Rule - ID when your plate is full - Focus on mission/obj Tasks Leaders Must Always Do - Live Army Values - Lead from the front - Pioritize goals - Be a life long learner - Know soldiers - Trust NCOs - Be present & tactically & technically proficient Attributes What leaders are Competencies What leaders do 3 Attributes of a leader Character, Presence, Intellect 3 Competencies of a leader Leads, Develops, Achieves Leadership The process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization Leadership Roles Unit leader, warrior, humanitarian, ambassador, trainer, mentor Leader of character considerations virtues, rules, and consequences Foundations for character Values, empathy, warrior ethos, discipline Character the values of self-identity that predispose people to experience certain emotions and engage in ethically significant behavior in response to situations Steps to becoming a leader A Career-long process involving: Developmental counseling, day to day experience, self-development, education, coaching, mentoring Empathy the ability to see something from another person's point of view Foundations for presence Military/Professional bearing, fitness, confidence, resilience Foundations for intellect Mental agility, judgement, innovation, interpersonal tact, expertise Military & Professional Bearing Looks and acts in accordance with the standards of the profession, displays utmost confidence. Based more on actions than words; inspires trust from others Physical/Mental Fitness Emotionally stable, enduring intense stress and mental overload. The ability to think rationally while in adverse situations. Able to endure physical challenges and remain focused on the mission Confidence Knowing what you are capable of and being self-assured that you are fully prepared to operate in the scope of your job and, if necessary, beyond Resilience Overcoming adversity, not easily defeated, positive outlook, recovers from setbacks Mental Agility Flexibility of mind, thinking ahead, break from habitual thought patterns Leader of Intellect The adaptability required to lead in complex environments Unethical Behavior effects a unit in what way? Destroys unit morale and cohesion Judgement Having a capacity to assess situations and draw feasible conclusions, know when to assume risk. The ability to weigh facts, questionable data, and gut-level feelings to arrive at a quality decision Innovation the ability to introduce new ideas Interpersonal tact effectively interacting with others, accepting and leveraging the diversity of others, displaying self-control, balance, and stability in all situations Core Leader Competencies Lead, Develop, Achieve How does a leader lead others? Provide Purpose, Motivation and direction, and influence and inspire others to achieve