1-18 SUMMARY The extent  to  which  you,  as  a  Navy  leader,  apply leadership skills depends partially on your level in the chain of command or your specific job situation. Some skills, for instance, are more important for a petty officer than  for  a  commanding  officer;  nevertheless,  all  are important for effective leadership. Whatever  the  job  or  situation,  you  exhibit  better leadership  skills  when  you  have  pride  in  yourself,  the Navy,    and    your    country.    You    also    exhibit    better leadership skills when you act in a professional manner in   your   rating   and   in   your   role   as   a   leader.   Such traditional Navy values as honesty, respect, and trust are NOT dead. They are alive and well—they are seen in the Navy's most effective leaders. As  a  petty  officer,  you  will  sometimes  be  in  a supervisory position. You will have the responsibility to understand your people's needs and to help them meet their needs while helping to achieve the Navy's mission. Because you have a great influence on your people, you should strive to be a strong, positive influence that will aid in their growth. Being  a  supervisor  entails  many  different  skills. However,     most     of     those     skills     involve     pride, professionalism, and an understanding of those working for you. Only through diligent study and hard work will you rise from one of the crowd to become a true Navy leader. REFERENCES Management Fundamentals: A Guide for Senior and Master Chief Petty Officers, NAVEDTRA 10049, Naval Education and Training Program Management Support Activity, Pensacola, FL, 1990. Personnel Qualification Standard (PQS) Management Guide,   NAVEDTRA   43100-1,   Chief   of   Naval Operations, Washington, DC, 1991. Personnel  Qualification  Standards  (PQS)  Program, OPNAVINST 3500.34D, Chief of Naval Operations, Washington, DC, 1988. Petty Officer Indoctrination Course, Student's Journal, NAVEDTRA 38200, Naval Education and Training Program Management Support Activity, Pensacola, FL, 1993. Standard  Organization  and  Regulations  of  the  U.  S. Navy,  OPNAVINST  3120.32C,  Chief  of  Naval Operations, Washington, DC, 1994. REVIEW 1 ANSWERS A1.    The term fundamentals of leadership refers to the art  of  influencing  people  to  work  toward  a specific goal. A2.    Leadership  fundamentals  are  learned  from  the experiences of our successful leaders; we learn from their mistakes and successes. A3.    Individual’s values and beliefs are influenced by childhood experiences, ethnic background, and religious heritage. A4.    As a leader you should strive to identify and consider differences in  people  when  deciding upon a course of action. REVIEW 2 ANSWERS A1.    The  human  need  to  be  liked  is  called   social belonging. A2.    The human need to realize our full potential is self actualization. REVIEW 3 ANSWERS A1.    To   teach   while   performing   a   task,   team   the untrained    worker    with    a    knowledgeable worker. A2.    When     materials     are     subject     to     shelf-life restrictions,  the  item  must  be  used  before  the date  on  the  container  or  the  item  must  be discarded. A3.    PMS     cards,     maintenance     manuals,     and technical orders often describe the proper tools for a specific task. A4.    In order to keep track of your crew’s progress, you must   measure   the   progress   against   some standard.