Litigation
To take the test you will need a piece of paper and a pen.
Purpose of the test:
The specificity of this technique is that it allows you to determine leadership styles not through an expert method, but through self-assessment. Its second difference is that it allows us to identify not only the leading leadership style, but also the degree of expression of each of the three classical leadership styles.
Test material:
1. When working with people, I prefer that they unquestioningly carry out my orders.
2. I am easily attracted to new tasks, but I quickly lose interest in them.
3. People often envy my patience and endurance.
4. In difficult situations, I always think about others and then about myself.
5. My parents rarely forced me to do anything I didn't want to do.
6. I get annoyed when someone takes too much initiative.
7. I work very hard because I cannot rely on my assistants.
8. When I feel that I am not understood, I give up the intention to prove anything.
9. I can objectively evaluate my subordinates, identifying the strong, average and weak among them.
10. I often have to consult with my assistants before giving the appropriate order.
11. I rarely insist on my own, so as not to irritate people.
12. I am confident that my assessments of the successes and failures of my subordinates are accurate and fair.
13. I always demand from my subordinates strict observance of my orders and instructions.
14. It’s easier for me to work alone than to manage someone.
15. Many people consider me a sensitive and responsive leader.
17. If I encounter resistance, I lose interest in working with people.
18. I ignore collective leadership to ensure the effectiveness of unity of command.
19. In order not to undermine my authority, I never admit my mistakes.
20. I often don’t have enough time to work effectively.
21. I try to find a response to a subordinate’s rudeness that does not cause conflict.
22. I do everything so that my subordinates willingly carry out my orders.
23. I have very close contacts and friendly relations with my subordinates.
24. I always strive to be the first in all endeavors at any cost.
25. I try to develop a universal management style that is suitable for most situations.
26. It is easier for me to adapt to the opinion of the majority of the team than to oppose it.
27. It seems to me that subordinates should be praised for every achievement, even the most insignificant.
28. I cannot criticize a subordinate in the presence of other people.
29. I have to ask more often than demand.
30. When I get excited, I often lose control of my feelings, especially when I get bored.
31. If I had the opportunity to be among my subordinates more often, the effectiveness of my leadership would significantly increase.
32. I sometimes show calmness and indifference to the interests and hobbies of my subordinates.
33. I give more competent subordinates more independence in solving complex problems, especially without supervising them.
34. I like to analyze and discuss their problems with subordinates.
35. My assistants cope not only with their own, but also with my functional responsibilities.
36. It is easier for me to avoid conflict with senior management than with subordinates who always depend on me.
37. I always ensure that my orders are carried out despite the circumstances.
38. The most difficult thing for me is to interfere with people’s work and demand additional efforts from them.
39. To better understand my subordinates, I try to imagine myself in their place.
40. I think that managing people should be flexible: subordinates should not demonstrate either iron inflexibility or familiarity.
41. I care more own problems than the interests of subordinates.
42. I have to study often current affairs and experience great emotional and intellectual stress from this.
43. My parents forced me to obey even when I thought it was unreasonable.
44. I imagine working with people as a painful task.
45. I try to develop mutual assistance and cooperation in the team.
46. I am grateful for the suggestions and advice of my subordinates.
47. The main thing in leadership is to distribute responsibilities.
48. Management effectiveness is achieved when subordinates exist only as executors of the manager’s will.
49. Subordinates are irresponsible people, and therefore they need to be constantly monitored.
50. It is best to give complete independence to the team and not interfere in anything.
51. For better leadership, it is necessary to encourage the most capable subordinates and strictly discipline the careless ones.
52. I always admit my mistakes and choose the right decision.
53. I often have to explain failures in management by objective circumstances.
54. I severely punish the violator of discipline.
55. I am merciless in criticizing the shortcomings of my subordinates.
56. Sometimes it seems to me that I am an extra person in the team.
57. Before reproaching a subordinate, I try to praise him.
58. I interact well with the team and take their opinions into account.
59. I am often reproached for being too soft towards my subordinates.
60. If my subordinates did as I demand, I would achieve much more.
Key to the test:
Interpretation:
By counting the numbers of the corresponding statements and entering the “key” table, you can determine the degree of expression authoritarian, liberal or democratic management style.
Depending on the sums of answers received, the degree of expression of the style will be different: minimum (0 – 7), average (8 – 13), high(14 – 20). If the scores are minimal for all three indicators, the style is considered unstable and uncertain. An experienced leader has a combination of management styles. In our opinion, a combination of authoritarian and democratic management styles is more preferable, when the manager uses flexible methods of working with people and daily asserts an effective management style.
To more fully characterize an individual management style and its subsequent improvement, you can be guided by the data presented in the table.
Characteristics of individual management style:
| Sum of affirmative answers |
Degree of expression of management style |
| Authoritarian | |
| 0 – 7 | Minimum: manifested in a weak desire to be a leader, unstable managerial skills, self-confidence, stubbornness, the desire to complete the work started, to criticize lagging and incapable subordinates. |
| 8 – 13 | Average: reflects good leadership qualities, the ability to direct the actions of subordinates, exactingness and perseverance, the desire to influence the team by force of order and coercion, determination and selfishness, a superficial attitude towards the requests of subordinates, reluctance to listen to the suggestions of deputies. |
| 14 – 20 | High: reveals pronounced leadership qualities and the desire for sole power, inflexibility and decisiveness in judgments, energy and rigidity in demands, inability to take into account the initiative of subordinates and provide them with independence, excessively harsh criticism and bias in assessments, ambition and low compatibility with deputies, abuse of punishment , disregard for public opinion. |
| Liberal | |
| 0 – 7 | Minimum: unstable desire to work with people, inability to set tasks for subordinates and solve them together, uncertainty and vagueness in the distribution of responsibilities, impulsiveness in criticizing the shortcomings of subordinates, weak demands and responsibility. |
| 8 – 13 | Average: the desire to shift one’s responsibilities to deputies, passivity in managing people, undemandingness and gullibility, fear of having to make decisions on one’s own, excessive gentleness towards violators of discipline, a tendency to persuade. |
| 14 – 20 | High: complete indifference to the interests of the team, reluctance to take responsibility and make difficult decisions, undemandingness and self-removal from management, increased suggestibility and weakness of will, unprincipledness and inability to defend one’s point of view, lack of activity goals and specific plans, connivance, flirting, familiarity. |
| Democratic | |
| 0 – 7 | Minimum: weak desire to be closer to subordinates, to cooperate and listen to the advice of assistants, attempts to direct the activities of the team through deputies and assets, some uncertainty in one’s managerial qualities. |
| 8 – 13 | Average: a sustainable desire to live in the interests of the team, take care of the staff, trust deputies and encourage their initiative, use persuasion and coercion, listen to the opinions of the staff. |
| 14 – 20 | High: the ability to coordinate and direct the activities of a team, provide independence to the most capable subordinates, fully develop initiative and new methods of work, persuade and provide moral support, be fair and tactful in a dispute, study individual personality qualities and the socio-psychological processes of the team, develop openness and criticism , prevent conflicts and create a friendly atmosphere. |
Leadership Styles Test
1. I would give my subordinates the necessary instructions even if there is a danger that if they are not fulfilled, they will criticize me.
2. I always have a lot of ideas and plans.
3. I listen to the comments of others.
4. I am generally able to present logically correct arguments in discussions.
5. I encourage employees to solve their problems independently.
6. If I am criticized, I defend myself no matter what.
7. When others present their arguments, I always listen.
8. In order to hold an event, I have to make plans in advance.
9. For the most part, I admit my mistakes.
10. I offer alternatives to others' suggestions.
11. I protect those who have difficulties.
12. I express my thoughts with maximum conviction.
13. My enthusiasm is contagious.
14. I take into account the points of view of others and try to include them in the draft decision.
15. I usually insist on my point of view and hypotheses.
16. I listen with understanding to aggressively expressed counterarguments.
17. I express my thoughts clearly.
18. I always admit that I don’t know everything.
19. I vigorously defend my views.
20. I try to develop other people's thoughts as if they were mine.
21. I always think through what others might answer and look for counterarguments.
22. I help others with advice on how to organize their work.
23. Being passionate about my own projects, I usually don’t worry about other people’s work.
24. I also listen to those who have a point of view that differs from my own.
25. If someone doesn’t agree with my project, I don’t give up, but look for new ways to convince the other person.
26. I use all means to force people to agree with me.
27. Talk openly about my hopes, fears, and personal difficulties.
28. I always find ways to make it easier for others to support my projects.
29. I understand other people's feelings.
30. I talk about my own thoughts more than I listen to other people's.
31. I always listen to criticism before defending myself.
32. I present my thoughts systematically.
33. I help others get the word out.
34. I carefully follow the contradictions in other people’s reasoning.
35. I change my point of view to show others that I follow their thoughts.
36. As a rule, I don’t interrupt anyone.
37. I don’t pretend to be confident in my point of view if I’m not.
38. I spend a lot of energy trying to convince others of the right thing to do.
39. I speak emotionally to inspire people to work.
40. I strive to ensure that when summing up the results, those who very rarely ask to speak are also active.
Processing the results
1. Fold scores, entered by you in questions 1, 3, 5, 7, 9, 11, 14, 16, 18,20, 22,24, 27, 29, 31, 33, 35, 36, 37,40, and indicate the amount by A (it ranges from 20 to 100).
2. Add up the points in questions 2,4, 6, 8, 10, 12, 13, 15, 17,19,21,23,25,26,28, 30, 32, 34, 38, 39 and denote the sum by B .
3. If sum A is at least ten points higher than sum B, then most people consider you a good diplomat, you are able to take into account the opinions of others, and are inclined to a democratic management style. If the sum A is 185, they are inclined to a liberal-permissive style.
4. If sum B is at least ten points more than sum A, then you are conducting the discussion in an authoritarian, domineering, unceremonious, aggressive manner, and prone to an authoritarian leadership style.
5. If the sums A and B differ by less than ten points, then either you have not yet developed your management style, or you are prone to an inconsistent management style.
The test proposed below (Table 1.2.3) will help you assess your leadership style, or rather, the ratio of democratic, administrative and liberal factors in it. Here are 50 statements that reflect various elements of leadership style. Try to express your attitude to these statements in accordance with how you usually act and think as a team leader, with “yes” or “no” answers. Write down the answers on a piece of paper: 1 - yes, 2 - no, 3 - yes, etc. The time allotted to complete the test is 20 minutes.
Table 1.2.3.
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Statement | ||
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1. In the team that I lead, surveys of the socio-psychological climate, opinions, and moods of people are carried out (by our own specialists or external consultants) | ||
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2. In the work of the team, standard rules are used, where necessary, guidelines, instructions and other management documents | ||
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3. I justify and defend the opinion of the team, if I am convinced of its fairness, before senior management | ||
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4. I carefully plan management work | ||
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5. I make every effort to get my subordinates to fulfill the plan. | ||
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6. My subordinates clearly know their own and the general tasks facing the department | ||
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7. I personally decide what and how should be done in the team to achieve production goals, providing executive functions to subordinates | ||
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8. I allow subordinates to demonstrate a high level of initiative and independence in choosing ways to achieve their goals | ||
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9. I allow subordinates to demonstrate a high level of initiative and independence in choosing ways to achieve their goals, provided that they justify their importance | ||
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10. As a leader, I almost never have to deviate from established schedule and organize work on weekends or overtime | ||
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11. To ensure control over the implementation of plans and discipline of execution, I require that subordinates inform me about the work they have done | ||
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12. I allow subordinates to set their own pace, mode and order of work, if this does not negatively affect the final results | ||
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13. Provide leadership by consulting and consulting to a reasonable extent with subordinates | ||
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14. I try to maintain a certain Business Etiquette, style of relationships and behavior, I make sure that my subordinates adhere to it | ||
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15. I plan the career growth of subordinates so that they know the prospects for their promotion and the conditions required for this | ||
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16. I believe that in the conditions of scientific and technical progress, the best results in production and management (quality, reliability, accuracy, etc.) are achieved when a person or team works under a forced regime (like a conveyor belt), set externally by technology or general organization labor process | ||
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17. In the work of the team I manage, there are rarely failures or rush jobs. | ||
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18. I inform the team about the events taking place in it and the general state of affairs in the management system | ||
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19. I support mine appearance, clothes, order in the office, behavior at the proper level | ||
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20. Payment and incentives for work in the team are carried out in accordance with the real contribution of each person to the overall result | ||
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21. As a leader, I implement long-term personnel policy(I adhere in practice to the principles of hiring, promoting, and firing employees known to the team) | ||
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22. Analyzing the work of subordinates, I come to the conclusion that they are not sufficiently knowledgeable and skillful workers, they lack initiative, efficiency and other necessary qualities | ||
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23. In leadership I use a personal positive example as a means of influencing subordinates and creating a favorable socio-psychological climate in the team | ||
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24. There are rarely conflicts in the team I lead. | ||
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25. I create conditions under which subordinates have favorable opportunities to express their opinions and exert practical influence on the management process |
Continuation of table 1.2.3.
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Statement | ||
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26. In management I use delegation of authority (I reserve the decision of only the most important issues, and transfer minor ones to lower levels) | ||
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27. I read books and other publications on how to lead people. | ||
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28. As a leader, I adhere in practice to scientific recommendations for working with people | ||
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29. I believe that in order to increase the efficiency of people in the field of management, administrative factors (orders, regulations, instructions) should play a leading role. | ||
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30. The production results of the team I manage are high. | ||
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31. As a manager, I create conditions to ensure the physical health of subordinates at work and at home, and encourage them to improve their health | ||
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32. To ensure high production results, I create conditions in the team for the manifestation of creativity and initiative | ||
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33. I require accurate justification from subordinates when forming production plans and measures to improve production and management | ||
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34. For the sake of production needs, it is necessary to push into the background the solution of such issues of team development as analysis and improvement of the socio-psychological climate, maintaining general order in labor organization, etc. | ||
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35. I make efforts to get subordinates to provide high labor discipline and fulfillment of the accepted daily routine | ||
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36. The work of the team is carried out on the basis of a clear balance of rights, duties, functions, responsibilities and their fair distribution between departments and team members | ||
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37.To achieve high production results, professional training is carried out in the team and encouraged independent work for advanced training | ||
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38. As a manager, I pay great attention to monitoring the actions of subordinates, maintaining a high pace and quality of their work | ||
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39. The leadership style that I adhere to has a positive impact on the behavior of team members, their attitude towards work and the general socio-psychological climate | ||
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40. The leadership style I adhere to has a positive impact on final results organizations | ||
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41. I believe that to increase the efficiency of people in the field of management, the main role is played by socio-psychological methods (trust, moral and psychological climate, consciousness, etc.) | ||
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42. Most often I make decisions alone, but I consult with deputies | ||
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43. B decisions made responsibility is transferred in accordance with authority | ||
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44. I think that my style of communication with subordinates is friendly | ||
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45. I prefer tough relationships with subordinates | ||
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46. I consider the “carrot and stick” principle to be the most correct | ||
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47. I prefer to use rewards rather than punishments. | ||
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48. I prefer to give the initiative to my subordinates | ||
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49. I think it’s reasonable to be a diplomat and not get into “squabbles” with subordinates | ||
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50. I prefer not to trust subordinates with periodic reports. | ||
Test Key: Count the number of positive answers and assign 1 point to each:
40 or more - you are an ideal leader or a person with high self-esteem;
from 30 to 40 - your leadership style is good and there is no need to worry about the fate of the business;
from 20 to 30 - your leadership style is far from perfect, you need to read special literature and undergo training on management methods and communications;
less than 20 - obviously, you are not capable of being a leader or you are greatly underestimating your grades. Perhaps you are a pessimist or melancholic.
Summary
1. Personnel policy determines the general line and fundamental principles in working with personnel for the long term and finds concrete expression in the form of administrative and moral standards of behavior for employees at the enterprise.
2. Types of power in society: ochlocracy - the rule of the crowd, autocracy - the rule of one person, democracy - the rule of the people.
4. Conceptual personnel documents: philosophy of the organization, internal labor regulations of workers and employees, collective agreement, employment contract with the employee.
5. Principles of working with personnel: bureaucracy, flexibility, decentralization, discipline, unity of command, personnel decide everything, collegiality, cooperation, corporate spirit, efficiency, rotation, specialization, fair remuneration, efficiency.
1. Distribution of powers between managers and subordinates:
a) centralizes management and demands that all details be reported to him;
b) the manager is passive in performing managerial functions;
c) clearly distributes functions among himself, his deputies and subordinates;
d) awaits instructions from above or even demands them;
e) centralizes leadership only in difficult situations.
2. Actions of the leader in critical (tense) situations:
a) in critical situations, the manager, as a rule, switches to stricter management methods;
b) critical situations do not change his leadership methods;
c) in critical situations he cannot do without the help of senior managers;
d) when faced with difficulties, the manager begins to interact more closely with subordinates;
e) in critical situations, the manager does not cope well with his responsibilities.
3. Contacts between the manager and subordinates:
a) a person who is not sociable enough, talks little to people;
b) regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties that must be overcome;
c) knows how to communicate, but specifically limits communication with subordinates, keeps a distance from them;
d) tries to communicate with subordinates, but at the same time experiences difficulties in communication;
e) communicates mainly with the active members of the team.
4. Productivity of the team in the absence of the leader:
a) in the absence of a manager, performers work worse;
b) the team does not reduce productivity if the leader temporarily leaves it;
c) performers are constantly not working at full capacity; with a different manager they could do more;
d) productivity increases in the absence of a manager;
e) in the absence of a leader, the team works with varying success.
5. The manager’s attitude towards advice and objections from performers:
a) he himself seeks advice from his subordinates;
b) does not allow those led to advise him, much less object;
c) subordinates not only advise, but can give instructions to their leader;
d) the leader consults even when circumstances do not particularly require it;
e) if performers know how to do the job better, they tell their manager about it.
6. Monitoring the activities of subordinates:
a) supervises work from case to case,
b) always very strictly controls the work of those in charge and the team as a whole;
c) while monitoring the work, always notices positive results and praises the performers;
d) when monitoring, he always looks for shortcomings in the work;
e) often interferes with the work of performers.
7. The relationship between solutions to production and socio-psychological problems in the process of team management:
a) he is only interested in the implementation of the plan, and not in the attitude of people towards each other;
b) solving production problems, tries to create a good relationship between people in a team;
c) not interested in work, approaches the matter formally;
d) pays more attention to establishing relationships in the team rather than completing production tasks;
e) when necessary, protects the interests of his subordinates
8. The nature of the manager’s orders:
a) orders in such a way that one wants to obey;
b) the manager does not know how to give orders;
c) the manager’s request does not differ from an order;
d) orders are accepted, but are not carried out well and quickly;
e) his orders cause discontent among those in charge.
9. The manager’s attitude towards criticism from subordinates:
a) the manager usually does not take offense at criticism and listens to it;
b) listens to criticism, even promises to take action, but does nothing;
c) does not like to be criticized and does not try to hide it;
d) accepts criticism only from superiors;
d) does not respond to criticism.
10. Manager’s behavior when there is a lack of knowledge:
a) decides on his own even those issues with which he is not entirely familiar;
b) if he doesn’t know something, he is not afraid to show it and turns to others for help;
c) we can say that the manager does not seek to supplement his knowledge gaps;
d) when he doesn’t know something, he hides it and tries to independently fill the gaps in knowledge;
e) if the manager does not know how to solve an issue or complete a job, then he entrusts this to his subordinates.
11. Distribution of responsibility between the manager and subordinates:
a) one gets the impression that he is afraid to be held accountable for his actions and wants to reduce his responsibility;
b) distributes responsibility between himself and his subordinates;
c) places all responsibility only on himself;
d) often emphasizes the responsibility of senior managers and tries to shift his responsibility onto them;
e) it happens that a manager, being responsible for some matter, tries to shift it to his deputies or subordinate managers.
12. The manager’s attitude towards his deputies and assistants:
a) tries to ensure that his deputies are qualified specialists;
b) achieves the unfailing submission of deputies and assistants;
c) the manager does not care who works as his deputy (assistant);
d) is careful in relation to his deputies because he is afraid for his position;
e) does not want to have very qualified specialists nearby.
13. Emotional satisfaction of the performer in the absence of the manager:
a) the performers are happy when the leader is absent, they feel some relief;
b) it is interesting to work with the manager, so they expect him to return;
c) the absence of the leader is not noticed by the performers;
d) at first the performers are happy that the leader is absent, and then they get bored;
e) at first the absence of the leader is felt by the performers, and then quickly forgotten.
14. Predominant methods of influencing subordinates:
a) to perform some work, he often has to persuade his subordinates;
b) always orders, manages, instructs something, but never asks;
c) often turns to subordinates with instructions, requests, advice;
d) often makes comments and reprimands to the manager;
d) his comments are always fair.
15. The nature of the manager’s treatment of subordinates:
a) always addresses subordinates politely and kindly;
b) is tactless and even rude towards subordinates;
c) often shows indifference when addressing subordinates;
d) the impression is created that the manager’s politeness is insincere;
e) the nature of his address to subordinates often changes.
16. Participation of team members in management:
a) the manager involves team members in management;
b) often the manager shifts his functions to others;
V) management functions are not fixed stably, their distribution may change;
d) it happens that management functions are actually assumed not by the manager, but by others team members,
17. Maintaining labor discipline by the manager:
a) the leader strives for formal discipline and ideal obedience;
b) cannot influence discipline;
c) the leader knows how to maintain discipline and order;
d) discipline looks good because subordinates are afraid of the leader;
e) the manager does not sufficiently suppress violations of discipline.
18. The nature of communication between the manager and performers:
a) communicates with subordinates only on business matters;
b) when talking to subordinates about business, the manager also asks about personal matters, about family;
c) often communicates on personal issues without touching on business;
d) the initiative for communication comes from the performers, the leader rarely speaks himself;
e) it is often difficult to understand a leader when communicating with them.
19. The nature of decision-making on team management:
a) the manager alone makes decisions or cancels them;
b) rarely takes on a difficult task, but rather avoids it;
c) tries to resolve things together with subordinates, and single-handedly resolves only the most urgent and operational issues;
d) solves only those issues that arise on their own, does not try to foresee their solutions in advance;
e) takes on solving mainly minor issues.
20. Relationships between people in a team:
a) mutual assistance and mutual trust are not sufficiently developed in the team being led;
b) tries to ensure that his subordinates at work have good mood;
c) there is an increased turnover of staff in his team, people often leave the team and do not regret it;
d) the people he leads treat each other sensitively and in a friendly manner;
e) in the presence of a manager, performers constantly have to work under tension.
21. Giving independence to subordinates:
a) encourages subordinates to work independently;
b) sometimes the leader imposes his opinion, but says that this is the opinion of the majority;
c) performers work more under the instructions of the manager than independently;
d) performers are left to their own devices;
e) provides subordinates with independence only from time to time.
22. The leader’s attitude towards the advice of others:
a) regularly consults with performers, especially experienced workers;
b) consults with subordinates only in difficult situation;
c) usually consults with deputies and subordinate managers, but not with ordinary performers;
d) listens with pleasure to the opinions of colleagues;
d) consults only with superiors.
23. The ratio of initiative between the manager and subordinates:
a) the initiative of subordinates is not accepted by the leader;
b) believes that it is better to do less (then they will ask less);
c) the manager supports the initiative of his subordinates;
d) he cannot act on his own, but waits for “pushing” from the outside;
e) neither himself nor his subordinates show initiative.
24. The nature of the manager’s demands:
a) his favorite slogan: “Come on, come on!”;
b) he is demanding, but at the same time fair,
c) one can say about him that he can be too strict and picky;
d) perhaps he is not a very demanding person;
e) the leader is demanding both of himself and of others.
25. Manager’s attitude towards innovation:
a) he is probably conservative because he is afraid of the new;
b) willingly supports appropriate innovations;
c) supporting innovations in the field of production, with great difficulty changing the nature of communication with people;
d) he is better able to handle innovations in the non-productive sphere (at home, on vacation, in interpersonal relationships);
e) innovations pass by the manager.
26. Involving team members in developing solutions:
a) in its work relies widely on public organizations;
b) many issues are resolved by the team at general meeting;
c) some important matters are resolved virtually without the participation of the manager, his functions are performed by others;
d) most issues are decided for the team by the leader himself;
e) the leader promotes the introduction of various forms of self-government in the team.
27. The leader’s attitude towards himself:
a) the leader does not care what his subordinates think about him,
b) never shows his superiority over the performers in anything;
c) considers himself indispensable in the team,
d) is passionate about his work and does not think about how he is evaluated;
e) the manager is overly critical of the performers.
Key
Calculate the sum of points for each of the 3 leadership styles (D - directive, K - collegial, P - laissez-faire) in accordance with this table.
The number in the table indicates the score of this answer, the letter indicates the leadership style.
Scales: directive, collegial, liberal, directive-collegial, directive-liberal, collegial-liberal, mixed management style
Purpose of the test
The technique is aimed at assessing the prevailing leadership style: directive, collegial or liberal.
Test instructions
You will be offered 27 characteristics of a leader's activity and for each characteristic - 5 options for its manifestation.
Please select one or more options that suit you and mark them. Please be sincere.
You can test not yourself, but another leader, then choose options that suit him and are characteristic of his behavior.
Test
1. Distribution of powers between managers and subordinates:
1. centralizes management, demands that all details be reported to him;
2. the manager is passive in performing managerial functions;
3. clearly distributes functions among himself, his deputies and subordinates;
4. expects instructions from above or even demands them;
5. centralizes leadership only in difficult situations.
2. Actions of the leader in critical (tense) situations:
1. in critical situations, the manager, as a rule, switches to stricter management methods;
2. critical situations do not change his leadership methods;
3. in critical situations, he cannot do without the help of senior managers;
4. when faced with difficulties, the manager begins to interact more closely with subordinates;
5. in critical situations, the manager does not cope well with his responsibilities.
3. Contacts between the manager and subordinates:
1. a person who is not sociable enough, talks little to people;
2. regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties that must be overcome;
3. knows how to communicate, but specifically limits communication with subordinates, keeps his distance from them:
4. tries to communicate with subordinates, but at the same time experiences difficulties in communication;
5. communicates mainly with the active members of the team.
4. Productivity of the team in the absence of the leader:
1. in the absence of a manager, performers work worse;
2. the team does not reduce productivity if the manager temporarily leaves it;
3. performers are constantly not working at full capacity; with a different manager they could do more;
4. productivity increases in the absence of the manager;
5. In the absence of a leader, the team works with varying degrees of success.
5. The manager’s attitude towards advice and objections from performers:
1. he himself seeks advice from his subordinates;
2. does not allow his subordinates to advise him, much less object;
3. subordinates not only advise, but can also give instructions to their leader;
4. the leader consults even when circumstances do not particularly require it;
5. If performers know how to do the job better, they tell their manager about it.
6. Monitoring the activities of subordinates:
1. controls work from case to case;
2. always very strictly controls the work of subordinates and the team as a whole;
3. while monitoring the work, always notices positive results and praises the performers;
4. When monitoring, he always looks for shortcomings in the work;
5. often interferes with the work of performers.
7. The relationship between solutions to production and socio-psychological problems in the process of team management:
1. he is only interested in the implementation of the plan, and not in the attitude of people towards each other;
2. when solving production problems, tries to create good relationships between people in the team;
3. not interested in work, approaches the matter formally;
4. pays more attention to establishing relationships in the team rather than performing production tasks. assignments;
5. when necessary, protects the interests of his subordinates.
8. The nature of the manager’s orders:
1. orders in such a way that one wants to obey;
2. the manager does not know how to give orders;
3. a manager’s request is no different from an order;
4. orders are accepted, but are not carried out well and quickly;
5. His orders cause dissatisfaction among his subordinates.
9. The manager’s attitude towards criticism from subordinates:
1. the manager usually does not take offense at criticism and listens to it;
2. listens to criticism, even promises to take action, but does nothing;
3. does not like to be criticized and does not try to hide it;
4. accepts criticism only from superiors;
5. does not respond to criticism.
10. Manager’s behavior when there is a lack of knowledge:
1. decides on his own even those issues with which he is not entirely familiar;
2. if he doesn’t know something, he is not afraid to show it and turns to others for help;
3. we can say that the manager does not seek to fill the missing knowledge;
4. when he doesn’t know something, he hides it and tries to independently fill the gaps in knowledge;
5. if the manager does not know how to solve an issue or complete a job, then he entrusts this to his subordinates.
11. Distribution of responsibility between the manager and subordinates:
1. one gets the impression that he is afraid to be held accountable for his actions and wants to reduce his responsibility;
2. distributes responsibility between himself and his subordinates;
3. places all responsibility only on himself;
4. often emphasizes the responsibility of senior managers and tries to shift his responsibility onto them;
5. It happens that a manager, being responsible for some matter, tries to shift it to his deputies or subordinate managers.
12. The manager’s attitude towards his deputies and assistants:
1. tries to ensure that his deputies are qualified specialists;
2. achieves the unfailing submission of deputies and assistants;
3. the manager does not care who works as his deputy (assistant);
4. is careful in relation to his deputies because he is afraid for his position;
5. does not want to have very qualified specialists nearby
13. Emotional satisfaction of the performer in the absence of the manager:
1. performers are happy; when the leader is absent, they feel some relief;
2. It’s interesting to work with the manager, so they expect him to return;
3. the absence of the leader is not noticed by the performers;
4. at first the performers are happy that the leader is absent, and then they get bored;
5. At first, the absence of the leader is felt by the performers, and then quickly forgotten.
14. Predominant methods of influencing subordinates:
1. to do some work, he often has to persuade his subordinates;
2. always orders, manages, instructs something, but never asks;
3. often turns to subordinates with instructions, requests, advice;
4. often makes comments and reprimands to subordinates;
5. His comments are always fair.
15. The nature of the manager’s treatment of subordinates:
1. always addresses subordinates politely and kindly;
2. can be tactless and even rude towards subordinates;
3. often shows indifference when addressing subordinates;
4. it seems that the manager’s politeness is insincere;
5. The nature of his approach to subordinates often changes.
16. Participation of team members in management:
1. the manager involves team members in management;
2. often the manager shifts his functions to others;
3. management functions are not firmly established, their distribution may change;
4. It happens that management functions are actually assumed not by the manager, but by other members of the team.
17. Maintaining labor discipline by the manager:
1. the leader strives for formal discipline and ideal obedience;
2. cannot influence discipline;
3. the leader knows how to maintain discipline and order;
4. discipline looks good because subordinates are afraid of the leader;
5. The manager does not sufficiently suppress violations of discipline.
18. The nature of communication between the manager and performers:
1. communicates with subordinates only on business matters;
2. when talking to subordinates about business, the manager also asks about personal matters, about family;
3. often communicates on personal issues without touching on business;
4. the initiative for communication comes from the performers; the leader rarely speaks himself;
5. It is often difficult to understand a manager when communicating with them.
19. The nature of collective management decision-making:
1. the manager alone makes decisions or cancels them;
2. rarely takes on a difficult task, rather avoids it;
3. tries to resolve things together with subordinates, and single-handedly resolves only the most urgent and operational issues;
4. solves only those issues that arise on their own, does not try to foresee their solutions in advance;
5. takes on solving mostly minor issues.
20. Relationships between people in a team:
1. Mutual assistance and mutual trust are not sufficiently developed in the team being led;
2. tries to ensure that his subordinates are in a good mood at work;
3. there is an increased turnover of staff in his team; people often leave the team and do not regret it;
4. the people he leads treat each other sensitively and in a friendly manner;
5. in the presence of a manager, performers constantly have to work under tension.
21. Giving independence to subordinates:
1. encourages subordinates to work independently;
2. sometimes the leader imposes his opinion, but says that this is the opinion of the majority;
3. performers work more according to the instructions of the manager than independently;
4. performers are left to their own devices;
5. provides subordinates with independence only from time to time.
22. The leader’s attitude towards the advice of others:
1. regularly consults with performers, especially experienced workers;
2. consults with subordinates only in difficult situations;
3. usually consults with deputies and subordinate managers, but not with ordinary performers;
4. listens with pleasure to the opinions of colleagues;
5. consults only with superiors.
23. The ratio of initiative between the manager and subordinates:
1. the initiative of subordinates is not accepted by the leader;
2. believes that it is better to do less (then they will ask less);
3. the manager supports the initiative of subordinates;
4. he cannot act on his own, but waits for “pushing” from the outside;
5. neither he himself nor his subordinates show initiative.
24. The nature of the manager’s demands:
1. his favorite slogan: “Come on, come on!”;
2. he is demanding, but at the same time fair;
3. one can say about him that he can be too strict and even picky;
4. perhaps he is not a very demanding person;
5. The leader is demanding of himself and others.
25. Manager’s attitude towards innovation:
1. he is probably conservative because he is afraid of new things;
2. willingly supports appropriate innovations;
3. supporting innovations in the field of production, with great difficulty changing the nature of communication with people;
4. he is better able to handle innovations in the non-productive sphere (at home, on vacation, in interpersonal relationships);
5. innovations pass by the manager.
26. Involving team members in developing solutions:
1. in its work relies widely on public organizations;
2. many issues are resolved by the team at a general meeting;
3. some important matters are resolved virtually without the participation of the manager, his functions are performed by others;
4. most issues are decided for the team by the manager himself;
5. The leader promotes the introduction of various forms of self-government in the team.
27. The leader’s attitude towards himself:
1. the manager does not care what his subordinates think about him;
2. never shows his superiority over the performers in anything;
3. considers himself indispensable in the team,
4. is passionate about his work and does not think about how he is evaluated;
5. The manager is overly critical of the performers.
Processing and interpretation of test results
Key to the test
The number in the table indicates the score of this answer, the letter indicates the leadership style.
Option a b c d e
1. D-3 P-2 K-3 P-3 K-2
2. D-3 K-2 P-1 K-3 P-3
3. P-1 K-2 D-2 K-1; P-2 K-2
4. D-1 K-2 P-2 P-1 K-2
5. K-3 D-2 P-2 P-2; K-1 K-2
6. P-3 D-3 K-3 D-3 D-2
7. D-1 K-1 P-2 P-1; K-1 K-1
8. K-3 P-3 D-2 P-2 D-3
9. K-2 P-2 D-2 D-2; P-2 P-2
10. D-2 K-2 P-1 D-2; K-2 K-1; K-2
11. P-2 K-2 D-2 D-1; P-2 D-2; P-1
12. K-1 D-1 P-1 D-2 D-3
13. D-2 K-2 P-2 K-1 D-1; P-2
14. P-3 D-3 K-3 D-2 K-3
15. K-2 D-2 P-2 D-2 D-2; P-2
16. K-2 D-1; P-1 D-1; P-2 P-3 —
17. D-2 P-2 K-2 D-2 P-3
18. D-3 K-3 P-2; K-1 P-2; D-1 P-1
19. D-3 P-2 K-3 P-3 P-3
20. D -1 K-1 P-1 K-2 D-2
21. K-2 D-2 D-2 P-2 D-2
22. K-2 D-1; K-2 D-2; K-1 K-2 D-2
23. D-2 P-2 K-2 P-2 P-3
24. D-3 K-3 D-2 P-3 K-2
25. P-1 K-1 D-2 K-2 P-2
26. K-2 K-3 P-3 D-3 K-3
27. P-1 K-2 D1 K-2 D-3
Processing and interpretation of test results
Calculate the sum of points for each of the three leadership styles (D - directive, K - collegial, P - laissez-faire) in accordance with the key to the test.
Reduce the sum of points for each leadership style to a figure convenient for further analysis: divide by 10 and round to the nearest whole value.
The result is expressed in three numbers, each of which varies up to 10 points.
First, identify your dominant leadership style. A difference of 3 or more points is taken as a quantitative indicator of dominance of one type or another. Possible relationships between the three extreme types in leadership style:
. D-1-1 directive style (for example, 10-2-4, 6-3-4, 9-5-4, etc.);
. 1 TO 1 collegiate style (e.g. 4-9-4, 3-8-4, 5-10-4);
. 1-1-L liberal style (for example, 3-2-10, 4-3-9, etc.).
If approximately the same expression of two styles dominates the third, then the leadership style is mixed:
. D-K-1: directive-collegial (for example, 7-8-4.6-7-3, etc.);
. 1-K-L: collegiate-liberal (for example, 4-7-9, 4-7-7, 3-6-7, etc.);
. D-1-L: directive-liberal (for example, 8-1-6, 8-3-8, 7-2-9);
. D-K-L: mixed (for example, 2-3-3, 3-3-3, 5-6-6, 10-8-8).
At the same time, mixed results correspond to different characteristics of management:
Equally low expression of styles (2-3-3, 3-3-3, etc.) is typical for inexperienced managers;
. the same average expression of styles (5-6-6, 6-6-4, etc.) characterizes rapidly changing leader;
. equally high expression of styles (10-8-8, 9-9-8, etc.) characterizes contradictory, unpredictable type of leader .
Any combination of styles is acceptable as long as the directive has a score of 5 to 7 (better 6-10-5 or 5-9-4 than 3-9-4 or 3-8-3).
Research has shown the following professional compliance important qualities and leadership style:
Leadership style Professional characteristics Professional competence Organizational qualities
Directive (D-1-1) Low Average
Collegiate (1-to-1) High High
Liberal (1-1-L) Low Low
Directive-collegial (D-K-1) Low Average
Directive-liberal (D-1-L) Low High
Collegiate-liberal (1-K-L) Low Low
Mixed (D-K-L) Medium High
Leadership style Education Moral and psychological qualities of the team (communication)
Directive Low Low
Collegiate High High
Liberal Low Average
Directive-collegial Average Average
Directive-liberal Average Average
Collegiate-liberal High High
Mixed High High
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