Leadership

Hello:
You are invited to participate in our survey regarding leadership capabilities. Approximately 10-15 people will be asked to complete a survey that asks questions about general managerial practices. It will take approximately 15-30 minutes to complete the questionnaire.

Your participation in this study is completely voluntary. There are no foreseeable risks associated with this project. However, if you feel uncomfortable answering any questions, you can withdraw from the survey at any point. It is very important for us to learn your opinions.

Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact Thomas Masella at 302-750-2407.

Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.

Note: Please select the answers that best fit the option you would truly select, not the answer that you feel is right. There are no right or wrong answers. Thank you

Based on your personal leadership style, please select ONLY THREE that you feel are the most important aspects of leadership.

* Jack is a quiet employee who has directly reported to you for over 6 months. His performance fluctuates around the current companies waterlines. You decide to have a meeting with Jack to discuss his performance. While you felt that the conversation was productive and communicated the way in which you had expected, Jack left your office feeling overwhelmed and deflated. Over the next few days you see his performance begin to decline and then begin to increase.

How do you respond?

Please select one of the following options.

Give Jack his space. He is an intelligent person and you felt that the communication between you two gave him the tools necessary to repair his performance on his own.

As you see Jacks performance increasing, you set up a follow-up meeting to acknowledge his work and recognize him for his efforts.

As you see the fluctuation of decline and increase, you feel that your coaching had no impact as Jack is back where he started prior to you coaching him. You decide to leave Jack alone for two weeks to see how he performs without further interruption or influence from you. After the two weeks, depending on if he continues the same performance or declines you pull him in for a follow-up coaching.

* Jane has been on your team for less than three months. She is a very strong performer. She is extremely well-liked amongst her peers and seems to be the dominant voice other than you in your team culture. She has recently been derailing her teammates and their productivity with her passive-aggressive attitude towards the company.

How do you handle Jane?

Please select one of the following options.

You leave Jane alone. Concerned you may instigate her to derail her peers more by providing feedback to her, as well as, potentially seeing her performance decline.

You decide to set up a meeting with Jane to discuss the perception she is setting of herself to you and other leaders in the department. You also discuss with her the inappropriate nature of her passive-aggressive comments about the company towards the larger group.

You decide to set up a meeting with Jane to gain rapport and influence her to use her influence on the team for more positive reasons. During this meeting, you essentially validate to her that she is looked at as a leader on the team.

* Sarah has been on your team for over 1 year. She is a consistent performer. During her year end performance review, her compensation was less than she had expected. Realizing her mental state, you discuss her strengths and opportunities. She leaves your office upset.

How do you handle the situation?

Please select one of the following options.

Nothing. Since Sarah has been on your team for well over a year, you know she will bounce back while executing on your feedback.

You politely ask her to come back to your office to discuss her opportunities and what steps she can take to maximize her compensation.

You decide to give her a few days and then follow up.

* John has been on your team for over 6 months. While he attempts to be friendly to his co-workers you notice that he is not fitting in the way in which he is trying to. You feel that because he has put more energy into attempting to fit in then focus on his work it has caused a negative impact to his performance, which has steadily declined.

What do you do?

Please select one of the following options.

Nothing. Your perception of why his performance is declining could be incorrect and you need to reevaluate why his performance is suffering and/or he will need to figure it out on his own.

You start to include him more in conversations when you are building rapport with your team.

Have a one on one coaching with him to discuss his focus and that he should be more concerned with his performance than making friends. He is, after all, at work.

* During a team meeting, one of your stronger performers speaks out against a new policy you are rolling out. Not only do they not agree with it, they are making valid points and "gaining steam" as others begin to speak out against it.

How do you handle this situation?

Please select one of the following options.

Sit there until everyone has had their say. Begin to explain the "Why's" behind the reason this decision was made. Combat their valid points with another point of view that is equally valid.

Politely interrupt everyone and begin to defend the position of the policy.

Join in on the conversation and agree that the policy could use some work, however, it is what it is and everyone is going to have to make an effort to start following the new procedure.

Please take a moment to analyze yourself. What do you feel is your greatest opportunity as a leader?