ALS - Airman Leadership School Quiz

This scenario best illustrates downward communication which
according to the Communication Skills Chapter normally begins with the
organization’s upper level of management and filters down through the chain of
command(SMSgt Lannen, squadron superintendent of civil engineering,
forwarded the commander’s Physical Training Policy Memorandum to all flight
chiefs in the shop).

This scenario best illustrates accuracy. According to the Supervisory
Writing chapter, “For anything to be “accurate” it must be “correct.” People who
have the most trouble with accuracy are those who try to stretch the truth. Mild
exaggeration or embellishment of the facts is poison and is only a half-step away
from outright lying and falsifying the facts.”

SSgt Cooper’s actions best illustrate standards and discipline,
which according to the Standards and Discipline chapter, includes preventive
and corrective discipline. Preventive discipline stops a problem from
happening before it starts. Examples of preventive discipline are initial
feedbacks, safety briefings, etc. Standards form the foundation for
expectations and discipline and they must be achievable/ attainable (answer
phone calls), specific (before the third ring), observable (before third
ring…), and measurable: quality (politely)

SrA Allen violated social media guidelines, which according to
the Culture of Engagement portion of the Supervisory Communication lesson,
prohibit posting photos showing improper wear of the uniform. Because
military members are on duty 24/7, 365 days a year, this violation of good order
and discipline could negatively impact the public’s perception of the military’s
professionalism.

According to the Performance Evaluation lesson, it is appropriate
to use rehabilitative feedback when subordinates violate a standard or fall below
the line of acceptability. In this scenario, SrA Wiley is having financial
problems (several vendors have called complaining about your missed
payments) that are impacting his duty performance (productivity decreases and
you are rude to your teammates). MSgt Campbell should use rehabilitative
feedback to bring Wiley’s behavior back within acceptable boundaries and
enhance Wiley’s effectiveness.

This is ineffective media engagement because, according to the
Culture of Engagement portion of the Supervisory Communication lesson, SSgt
Tubble’s statement violates two of the “do’s” which include discussing only
matters of which you have direct knowledge of and avoid repeating or using
“color words” that may have a negative connotation such as “massacre”,
“scandal”, “deaths”, “corruption”, etc. These induce overly strong, emotional
reactions and may be counterproductive to your objectives.

SSgt Bolden appropriately used diagnosing, as evidenced by “…thinks about it
and realizes the change in everyone’s demeanor.” According to the Interpersonal
Communication chapter, diagnosing is “knowing why you’re conducting the session.”

According to the Continuous Improvement chapter, there are
eight types of waste. Waiting is one type of waste, which is whenever goods are
not moving, or being processed. The inspection team’s actions best illustrate
this concept as evidenced by the expedited cargo waiting for inspection and
inspectors are waiting on a vehicle to conduct their inspection

According to the Leader Influence chapter, position power includes
legitimate, reward, coercive, and connection and is derived from the position
within the organization. In this situation, SSgt Cordell uses his position as team
leader to promise a reward (one-day pass). The promise of a reward (effective use
of position power) will most likely increase subordinate commitment levels,
which in turn will enhance unit effectiveness.

This scenario best illustrates the single idea bullet. According to the
Supervisory Writing chapter, the single idea bullet is a concise written statement of
a single idea or concept that is typically used for Talking Papers, Point Papers, and
Bullet Background Papers.

The statement illustrates a team mission and vision statement.
According to the Team Leader chapter, a mission statement defines the "where
and what" work centers, units, wings, etc. accomplish on a daily basis. A vision
statement considers what the organization wants to be (a preferred end state). It
can provide the “how well” when it comes to accomplishing one’s mission.

The team is in the Norming Stage during which, according to the
Team Leader chapter, is the stage when attitudes change (…idea was too
simplistic…actually a great idea team) ‘norms’ are accepted, relationships
become more cooperative (…your cooperation will keep all of us) and members
reconcile disputes (…able work out our differences). During this stage,
productivity is high.

This scenario best illustrate MSgt Ottmos’s misunderstanding of
organizational barriers. According to the communicator skills chapter
organizational barriers are: duty schedules, floor layouts, jet engine noise
(…Despite engine runs and planes launching, he holds a meeting on the flight
line to address the problem….. several people expressed frustration because
they barely heard), operations tempo, and improper management.

This scenario best illustrates the phases of effective
communication, According to the Communication Skills chapter there are three
broad phases which are diagnose the communication(determine the general
purpose), prepare the communication, and lastly deliver the message

SSgt Tolley uses both indirect observation and checking a
completed product. According to the Performance Evaluation lesson, indirect
observation involves relying on someone else to provide you with information
about how your subordinate is performing (received information from Folk’s
shift leader). Checking a completed product involves reviewing products or
services and talking to customers who received the product or service. It also
includes staff assistance visits and assessments (QA inspection results).

According to the Resource Stewardship lesson, the first Budget
Execution Review (BER) occurs during the 2nd Quarter (typically January) of the
Budget Cycle. The resource advisor (RA) clearly understands the budget cycle as
evidenced by her waiting until the 2nd Quarter of the Budget Cycle to submit SSgt
Bose’s request for funds. According to the Budget Cycle, Cost Centers begin
working the 1st BER (aka unknown, unfunded requests) in October for submission
by the RA in January. Therefore, the RA’s actions will most likely result in the
pharmacy receiving the funds necessary to purchase new equipment.

This scenario is about leadership traits, which according to the
Leader Influence chapter, include among others: loyalty (faithfulness to peers,
subordinates, and to me), energy (enthusiasm and motivation for taking the
initiative), and decisiveness (willingness to make decisions, etc.)

TSgt West and SSgt Freeman cooperate which, according to the
Introduction to Negotiating chapter, is useful when a party desires to achieve a
mutually satisfying outcome while simultaneously managing the relationship.
SSgt Freeman attempts to achieve a mutually satisfying outcome as evidence by
the statements, “Could you wait until tomorrow? That way I could use the
vehicle to support this other requirement (Freeman’s need) and allows you to use
it for the rest of the week (West’s need).” West, in-turn, acknowledges the
challenge Freeman is facing (supporting West and a high-priority request) and
agrees to his offer, which supports not only the tasks at hand but the relationship
as well.

In this situation, MSgt Berry used directive change appropriately, because
according to the Continuous Improvement chapter, this type should be used when, 1)
change must be implemented quickly and 2) subordinate input is not required or sought.
MSgt Berry’s actions will most likely enhance the mission because the change is
necessary to prevent mission failure.

According to the Interpersonal Communication chapter, pre-session activities
include Diagnose (know why you are conducting this session) and Prepare (determine
approach and prepare the environment). SSgt Wilson diagnosed as evidenced by the
statement, “noticing an unusual change in Dent’s behavior.” He determined his approach as
evidenced by the statement, “hoping to keep the session centered on Dent” and he prepared
the environment as evidenced by the statement, “eliminate distractions, he reserves a small
conference room for two hours with permission to use it longer”

TSgt Milton’s effective use of the FAIR Way will MOST likely
enhance unit effectiveness. According to the Diversity chapter, the FAIR Way
includes Feedback (giving/receiving) about expectations, how to meet them, and
discovering what subordinates need (equipment/training/resources). Assistance is
making sure workers have what they need and its encouraging workers to assist one
another. Inclusion is making sure everyone has the opportunity to participate fully
in the workplace. Respect is recognizing each person’s unique value, contributions,
and potential to the organization.

This scenario best illustrates SSgt Maramba’s effective use of types of narrative writing. According to the Supervisory Writing chapter, types of narrative writing include awards and recognitions. People or units who receive awards and decorations under this program must clearly demonstrate sustained and superior performance. To initiate the recommendation submission process, it is your responsibility as the supervisor to request, fill out, and submit a Recommendation for Decoration Printout (RDP- DÉCOR-6). In addition to accomplishing the Décor 6, you must then compose a decoration citation. (…. “He reviewed past performance reports for information to complete the decoration citation. Once the Décor 6 and the citation are completed, he forwarded them to CSS for review”).

TSgt Abel used the Authorization Change Request (ACR),
which according to the Resource Stewardship lesson, “is a document
used to change (reclassify) attributes of positions listed on the Unit
Manpower Document when there is a change in mission.”

According to the Standards and Discipline chapter,
counseling is the first step of the PDP. SSgt McCarty should have started
with either a verbal counseling or an LOC the first time Anderson failed to
meet standards (failed to complete assignments). Although supervisors
have flexibility for what level of PDP a supervisor can start with,
counseling should still be the first step in situations that are not
exceptionally severe. A1C Anderson will probably become distrusting of
his supervisor and the mission will likely suffer due to the deteriorated
relationship.

SSgt Shire’s consideration of the Who, the Stakes, and the
Situation will most likely enhance her effectiveness. According to the
Introduction to Negotiating chapter, the ‘Who’ refers to people you are you
dealing with. The ‘Stakes’ are what you stand to gain or lose…important/trivial.
The ‘Situation’ refers to the criticality of the situation (time-sensitive, life
threatening, etc.) SSgt Shire considered the ‘Who’ as indicated by the
statement, “After taking into account the experience of the Airmen she has
available to help…” She considered the ‘Stakes’ as indicated by the statement,
“…a passing score is absolutely necessary.” She considered the ‘Situation’ as
indicated by the statement, “We only have a few weeks left before the reinspection…”

MSgt Aldo’s comments best explain followership traits which,
according to the Leader Influence chapter, include competence (know what your
job is, how to do it, and to perform it), integrity (ethical behavior…accept full
responsibility for their actions), loyalty (faithfulness, obedience, and
respectfulness), and initiative

According to the Performance Evaluation lesson, Evaluation
Principles include Methods of Monitoring (Direct, Indirect, Observing a
Completed Product/Service) and Common Pitfalls (relevancy errors: factors that
do not contribute to performance, nonessential elements of the job, and undue
weight elements). TSgt Smith monitors his Airmen’s performance as evidence
by the statements “…reviews their completed work” and “discusses their
performance with their shift supervisor.” Smith also writes EPRs that do not
include factors that do not contribute to performance and nonessential elements
of the job nor give undue weight to isolated incidents. All of these actions are
appropriate and will MOST likely enhance, not hinder Smith’s effectiveness.

The scenario best illustrates Social Sensitivity, which, according to
the Diversity chapter, is genuinely internalizing the essence of diversity and seeking
ways to incorporate diversity in behaviors, daily routines, and operations. It includes
developing a keen awareness and understanding of others’ emotions, feelings,
personality, temperaments, strengths, cultural differences, values, and beliefs in
order to better understand the individual characteristics of who we work with, what
each person brings to the mission, and to improve our appreciation and respect for
one another.