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Hello:
You are invited to participate in our Management Styles Preference Inventory. In this survey, you are asked to answer 8 questions about your preferred Management Styles for work related endeavors. This survey questionnaire may take approximately 8-12 minutes to complete. You are also asked to answer a few demographic questions to ensure our tests minimize bias.
Your participation in this study is completely voluntary and 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 me, Craig Ellis, by email at mailto:[email protected].
For each question, you are to use a total of 10 points to “score” a set of 6 statements. These 6 statements describe behaviors that managers, supervisors, or potential leaders may display in the workplace. Statements that describe managerial behaviors that are more preferable to you should receive more points, and statements that describe managerial behaviors are less preferable to you should receive less points.
You may give 10 points or 0 points to a single statement, but you must use exactly 10 points for every set of statements.
You should read all of the statements in the set before deciding how many points to give any single statement.
The following set of statements provides an example for how you should complete this assessment:
Please use a total 10 points to score the following set of statements.
I prefer to work for a manager / supervisor who … ->Score
Expects employees to clock in and out at the appropriate time every day -> 0
Does not have a problem allowing employees to have personal time -> 3
Checks in frequently to observe progress towards goals -> 1
Attempts to build positive professional relationships with all employees -> 5
Never lets workplace conflict “sort itself out” -> 1
Always seeks opinions of others before making decisions -> 0
Total -> 10
Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
Sincerely,
Craig Ellis |
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Please allocate a total of 10 points across all 6 items for each of the following 8 questions.
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| * 1. I prefer to work for a manager / supervisor who … |
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| | Values must add up to 10 | |
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| * 2. I prefer to work for a manager / supervisor who … |
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| * 3. I prefer to work for a manager / supervisor who … |
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| * 4. I prefer to work for a manager / supervisor who … |
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| * 5. I prefer to work for a manager / supervisor who… |
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| * 6. I prefer to work for a manager / supervisor who… |
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| * 7. I prefer to work for a manager / supervisor who… |
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* 8. I prefer to work for a manager / supervisor who…
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| * Please select your age range? |
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| * Please select an option below to provide your rating on the complexity of this survey format. |
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| * Concerning the assessment you just completed, how confusing was the response format? (1-3 from not confusing at all to very confusing). |
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| Please provide any comments about the test or testing format. Feel free to provide any additional general comments as well. | | |
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As your last step in this survey, will you please rank the following managerial styles defined below in order of your preference. Using drag and drop, please place your preferred managerial style on top (1), followed by your second (2) through sixth choice (6).
Before ranking these 6 managerial styles, please read through the following descriptions until you are comfortable with the management style qualities and how they apply to you.
Affiliative
Affiliative leaders tend to focus the majority of their attention on building and maintaining high workplace morale. They attempt to build positive professional relationships with all team members and may struggle to provide critical feedback when performance issues exist. Affiliative leaders typically rely on the positive rapport they’ve built with their people in times of crisis and may struggle to be assertive and frank if it is needed. They are typically well-liked and friendly. They attempt to stay updated on the lives of their team members and display empathy when others are experiencing personal or work-related issues. To affiliative leaders, tense conflict is more problematic than performance deficiencies.
Authoritative
Authoritative managers typically strike a balance between providing structure and allowing employees to have freedom. They manage by setting guidelines and providing direction and then allowing employees to function relatively independently. They may struggle to alter their style to accommodate poor performers. They view themselves as the leader and take that responsibility seriously. They do not appreciate challenges to their authority, but cultivate a culture in which such challenges are unlikely to occur. They value inclusion, full disclosure of information, and accountability. They are constantly focused, and their personal focus typically makes them intolerant of careless mistakes by their employees.
Coaching
Coaches are workplace teachers who view mistakes as opportunities for development as opposed to obstacles. They are always offering their employees developmental opportunities in the form of seminars, conferences, and extra-curricular work activities. They appreciate creativity and view innovation as development. They stay up-to-date on the goals and aspirations of their team members and enjoy assisting their employees in career advancement. They may struggle to handle consistent performance deficiencies or highly unmotivated employees. They are most effective working in an environment that values open communication and feedback.
Commanding
Commanding leaders are assertive and direct. They expect employees to respect their position of authority and view the workplace as a place where recognition is earned based on hard work and merit. They focus their attention on getting things done efficiently and correctly. They are typically effective in times of crisis when a focus on productivity is paramount. They are likely to value compliance and respect over friendship and warmth. They may struggle to lead effectively in an environment where employees desire personal attention or when morale is low.
Democratic
Democratic managers try to involve everyone in decisions and processes. They rarely make decisions without considering how it will affect all team members. They quickly abandon their opinion if they realize they are in the minority or if they feel that a strong case has been made for a viable alternative. They may struggle to integrate varying opinions or act as the figurehead when difficult decisions need to be made. They accept accountability for decisions and typically donate substantial effort towards finding solutions that minimize the negative impact on their employees. Democratic leaders understand the value in allowing everyone to voice their opinion.
Pacesetting
Pacesetters are high energy managers. They are driven and fast-paced. They thrive on staying busy and productive and are most satisfied with employees that display a high work-ethic. By nature, they don’t focus much attention on developing the skills of those around them – instead opting for on-the-job development. They function best when their unit is comprised of highly skilled employees who are self-sufficient, and in such scenarios there is likely to be a high level of synergy amongst the team. Pacesetting managers always see room for improvement and may be classified as perfectionists by others.
I have a clear understanding of these styles. |
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| * Please rank (1-6) the following management styles in order of your preference. Your most preferred style should be on the top (1) and your least preferred style should be on the bottom (6): |
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| | Democratic Commanding Pacesetting Affiliative Authoritative Coaching
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| * Please enter your email address to receive your summary. | | |
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