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Leadership style test 40 questions. Test "determining the manager's management style using self-assessment". Leadership style and psychological climate in the organization

This technique was developed by V.P. Zakharov. The methodology is based on 16 groups of statements reflecting various aspects interaction between management and team. The methodology is aimed at determining the leadership style labor collective. The application of the technique does not require individual testing. It is possible to use it in a block of tests, it is especially effective to use it together with sociometry in order to optimize the socio-psychological climate in the team.

Instruction.

The test contains 16 groups of statements characterizing business qualities leader. Each group consists of three statements marked with letters a, b, c. You should carefully read all three statements in each group and choose the one that best fits your opinion of the leader. Mark the selected statement on the questionnaire with a “+” sign under the corresponding letter.

Test text.

A) Central leadership requires that all cases be reported to him.
B) He tries to solve everything together with subordinates, single-handedly solves only the most urgent and operational issues.
C) Some important matters are actually solved without the participation of the leader, his functions are performed by others.
A) Always orders something, orders, insists, but never asks.
B) Orders in such a way that you want to do it.
C) Can't order.
A) He tries to ensure that his deputies are qualified specialists.
B) The head does not care who works for him as a deputy, assistant.
C) He achieves trouble-free execution and subordination of deputies, assistants.
A) He is only interested in the implementation of the plan, and not the attitude of people towards each other.
B) Not interested in work, approaches the matter formally.
C) When solving production problems, he tries to create good relations between people in the team.
A) Probably, he is conservative, because he is afraid of the new.
B) The initiative of subordinates is not accepted by the leader.
C) Encourages them to work independently.
A) The leader usually does not take offense at criticism, he listens to it.
B) Does not like being criticized and does not try to hide it.
C) Listens to criticism, even intends to take action, but does nothing.
A) It seems that the leader is afraid to be responsible for his actions, he wants to reduce his responsibility.
B) Responsibility is distributed among themselves and subordinates.
C) The manager alone makes decisions or cancels them.
A) Regularly consults with subordinates, especially with experienced workers.
B) Subordinates not only advise, but can give instructions to their leader.
C) Does not allow subordinates to advise him, let alone object.
A) Usually consults with deputies and lower-level managers, but not with ordinary subordinates.
B) Regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties to be overcome.
C) To perform any work, he often has to persuade his subordinates.
A) Always addresses subordinates politely, benevolently.
B) In dealing with subordinates often shows indifference.
C) In relation to subordinates is tactless and even rude.
A) In critical situations, the leader does not cope well with his duties.
B) In critical situations, the leader, as a rule, switches to more stringent methods of leadership.
C) Critical situations do not change the way he leads.
A) He himself solves even those issues with which he is not very familiar.
B) If he does not know something, he is not afraid to show it and turns to others for help.
C) He cannot act on his own, but waits for a “nudge” from the outside.
A) Perhaps he is not a very demanding person.
B) He is demanding, but at the same time fair.
C) It can be said about him that he is too strict and even picky.
A) Controlling the results, always notices the positive side, praises subordinates.
B) Always very strictly controls the work of subordinates and the team as a whole.
C) Supervises work from case to case.
A) The leader knows how to maintain discipline and order.
B) Often makes comments, reprimands to subordinates.
C) Cannot influence discipline.
A) In the presence of a leader, subordinates have to work in tension all the time.
B) It is interesting to work with the leader.
C) Subordinates are left to their own devices.

Interpretation.

The number of points for each of the three components is calculated. The maximum score determines the leadership style.

DIRECTIONAL COMPONENT- Orientation to one's own opinions and assessments. The desire for power, self-confidence, a tendency to rigid formal discipline, a large distance from subordinates, unwillingness to admit one's mistakes. Ignoring the initiative, creative activity of people. Sole decision making. Control over the actions of subordinates.

CONDEMNING COMPONENT - Indulgence towards employees. Lack of exactingness and strict discipline, control, liberality, familiarity with subordinates. Tendency to shift responsibility in decision making.

COLLECTIVE COMPONENT - Demandingness and control are combined with an initiative and creative approach to the work performed and a conscious observance of discipline. The desire to delegate authority and share responsibility.

To take the test, you will need a piece of paper and a pen.

Purpose of the test:

The specificity of this technique lies in the fact that it allows you to determine leadership styles not in an expert way, but with the help of self-assessment. Its second difference is that it allows you 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. In working with people, I prefer that they unquestioningly carry out my orders.
2. I am easily carried away by new tasks, but I quickly lose interest in them.
3. People often envy my patience and endurance.
4. In difficult situations I always think of others and then of myself.
5. My parents rarely forced me to do things I didn't want to.
6. It annoys me 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 something.
9. I can objectively evaluate my subordinates, highlighting among them strong, average and weak.
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 sure that my assessments of the successes and failures of subordinates are accurate and fair.
13. I always demand from subordinates strict observance of my orders and orders.
14. It is easier for me to work alone than to lead someone.
15. Many consider me a sensitive and responsive leader.
16. It seems to me that nothing can be hidden from the team - neither good nor bad.
17. If I meet resistance, I lose interest in working with people.
18. I ignore collective leadership in order to ensure the effectiveness of one-man command.
19. In order not to undermine my authority, I will never admit my mistakes.
20. I often do not have enough time to work effectively.
21. I try to find a response to the rudeness of a subordinate that does not cause conflict.
22. I do everything so that 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 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, even the most insignificant achievement.
28. I cannot criticize a subordinate in front of other people.
29. I have to ask more often than demand.
30. I often lose control of my feelings from excitement, especially when I get bored.
31. If I had the opportunity to be among my subordinates more often, then the effectiveness of my leadership would increase significantly.
32. I sometimes show calmness and indifference to the interests and hobbies of subordinates.
33. I give more competent subordinates more independence in solving complex problems, especially without controlling them.
34. I like to analyze and discuss with subordinates their problems.
35. My assistants cope not only with their own, but also with my functional duties.
36. It is easier for me to avoid conflict with higher management than with subordinates who always depend on me.
37. I always achieve the fulfillment of my orders in spite of the circumstances.
38. The most difficult thing for me is to interfere in the course of people's work, to demand additional efforts from them.
39. To better understand my subordinates, I try to imagine myself in their place.
40. I think that the management of people should be flexible: subordinates should not demonstrate either iron inflexibility or familiarity.
41. I am more concerned about my own problems than the interests of subordinates.
42. I often have to deal with current affairs and experience great emotional and intellectual stress from this.
43. Parents forced me to obey even when I considered it 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 subordinates.
47. The main thing in leadership is to distribute responsibilities.
48. Efficiency of management is achieved when subordinates exist only as executors of the will of the manager.
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 punish the negligent.
52. I always admit my mistakes and choose a better solution.
53. I often have to explain failures in managing objective circumstances.
54. Violator of discipline severely punished.
55. In criticizing the shortcomings of subordinates, I am merciless.
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 into account their opinion.
59. I am often reproached for being too soft on subordinates.
60. If my subordinates did as I demand, I would achieve much more.

Test key:

Interpretation:

By counting the numbers of the corresponding statements and entering the “key” table, one can determine the degree of expression authoritarian, liberal or democratic management style.

Depending on the amount of answers received, the degree of style expression will be different: minimal (0 – 7), average (8 – 13), high(14 - 20). If the scores are minimal for all three indicators, the style is considered unstable, indefinite. 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 approves an effective management style.

For a more complete description of the individual management style and its subsequent improvement, one can be guided by the data presented in the table.

Characteristics of individual management style:

Amount of affirmative answers	The degree of expression of the 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 begun, to criticize lagging behind and incapable subordinates.
8 – 13	Medium: reflects good leadership qualities, the ability to manage the actions of subordinates, exactingness and perseverance, the desire to influence the team by force of order and coercion, purposefulness and selfishness, a superficial attitude to the requests of subordinates, unwillingness 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 punishments 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	Medium: the desire to shift their duties to deputies, passivity in managing people, undemanding and gullible, fear of having to make decisions on their own, excessive softness towards violators of discipline, a tendency to persuasion.
14 – 20	High: complete indifference to the interests of the team, unwillingness to take responsibility and make difficult decisions, undemanding and self-removal from management, increased suggestibility and weakness of will, unscrupulousness and inability to defend one's point of view, lack of activity goals and specific plans, connivance, flirting, familiarity.
Democratic
0 – 7	Minimum: a 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 about their managerial qualities.
8 – 13	Medium: a steady desire to live in the interests of the team, take care of the staff, trust the 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 the team, to provide independence to the most capable subordinates, to develop initiative and new methods of work in every possible way, to convince and provide moral support, to be fair and tactful in a dispute, to study the individual qualities of a person and the socio-psychological processes of the team, to develop publicity and criticism , prevent conflicts and create a friendly atmosphere.

1. Distribution of powers between managers and subordinates:

a) centralizes management, requires that all details be reported to him;

b) the leader is passive in the performance of managerial functions;

c) clearly distributes functions among themselves, their deputies and subordinates;

d) expects 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 leader, as a rule, switches to more stringent management methods;

b) critical situations do not change his methods of leadership;

c) in critical situations, he can not do without the help of senior leaders;

d) faced with difficulties, the leader begins to interact more closely with subordinates;

e) in critical situations, the leader does not cope well with his duties.

3. Contacts of the head with subordinates:

a) an insufficiently sociable person, talks little to people;

b) regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties to 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 asset of the team.

4. The productivity of the team in the absence of a leader:

a) in the absence of a leader, performers work worse;

b) the team does not reduce productivity if the leader temporarily leaves it;

c) executors constantly work not at full strength, under a different leader they could do more;

d) work productivity increases in the absence of a leader;

e) in the absence of a leader, the team works with varying degrees of success.

5. The attitude of the head to the advice and objections from the performers:

a) he turns to his subordinates for advice;

b) does not allow those who are led to advise him, let alone 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 the performers know how best to do the job, they tell their supervisor about it.

6. Monitoring the activities of subordinates:

a) supervise work from case to case,

b) always very strictly controls the work of the led and the team as a whole;

c) controlling the work, always notices positive results, praises the performers;

d) controlling, necessarily seeks out shortcomings in the work;

e) often interferes with the work of performers.

7. The ratio of solutions to production and socio-psychological problems in the process of managing a team:

a) he is only interested in the implementation of the plan, and not the attitude of people towards each other;

b) solving production problems, tries to create good relations between people in the team;

c) is not interested in work, approaches the matter formally;

d) pays more attention to establishing relationships in the team, and not to the fulfillment of production tasks;

e) when necessary, protects the interests of his subordinates

8. The nature of the leader's orders:

a) orders in such a way that you want to carry out;

b) the leader does not know how to order;

c) the request of the head does not differ from the order;

d) orders are accepted, but not carried out well enough and quickly;

e) his orders cause dissatisfaction among those led.

9. The attitude of the leader to criticism from subordinates:

a) the leader usually does not take offense at criticism, listens to it;

b) listens to criticism, even promises to take action, but does nothing;

c) does not like being criticized and does not try to hide it;

d) accepts criticism only from superiors;

e) does not respond to criticism.

10. Behavior of the leader with a lack of knowledge:

a) he solves even those issues with which he is not very familiar;

b) if he does not know something, he is not afraid to show it and turns to others for help;

c) it can be said that the manager does not seek to fill up his shortcomings in knowledge;

d) when he does not know something, he hides it and tries to make up for the shortcomings in knowledge on his own;

e) if the manager does not know how to solve the problem or do the work, then he instructs his subordinates to do it.

11. Distribution of responsibility between the leader and subordinates:

a) one gets the impression that he is afraid to be responsible for his actions, wants to reduce his responsibility;

b) distributes responsibility between himself and his subordinates;

c) all responsibility lays only on himself;

d) often emphasizes the responsibility of higher managers, tries to shift his responsibility to them;

e) it happens that the leader, being responsible for some business, tries to shift it to his deputies or lower managers.

12. The attitude of the head to his deputies and assistants:

a) tries to ensure that his deputies are qualified specialists;

b) achieves the unfailing obedience of deputies and assistants;

c) the head does not care who works for him as a deputy (assistant);

d) cautious in relation to 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 leader:

a) performers are happy when there is no leader, they feel some relief;

b) it is interesting to work with the leader, so they expect him to return;

c) the absence of the leader is not noticed by the performers;

d) at first, the performers are satisfied that the leader is absent, and then they get bored;

e) at first, the absence of a leader is felt by the performers, and then quickly forgotten.

14. The prevailing methods of influencing subordinates:

a) to perform some work, he often has to persuade his subordinates;

b) always orders something, orders, instructs, but never asks;

c) often refers to subordinates with instructions, requests, advice;

d) often makes remarks and reprimands under the guidance;

e) his remarks are always fair.

15. The nature of the manager's treatment of subordinates:

a) always addresses subordinates politely and kindly;

b) in relation to subordinates is tactless and even rude;

c) often shows indifference when addressing subordinates;

d) it seems that the courtesy of the leader is insincere;

e) the nature of the appeal to subordinates often changes.

16. Participation of team members in management:

a) the head attracts members of the team to the management;

b) often the leader shifts his functions to others;

c) managerial functions are not fixed stably, their distribution may change;

d) it happens that management functions are actually assumed not by the leader, but by other members of the team,

17. Maintaining labor discipline by the manager:

a) the leader strives for formal discipline and ideal subordination;

b) cannot influence discipline;

c) the leader is able to maintain discipline and order;

d) discipline looks good, as subordinates are afraid of the leader;

e) the manager does not sufficiently suppress violations of discipline.

18. The nature of communication between the leader and the performers:

a) communicates with subordinates only on business matters;

b) talking with subordinates about the case, the leader asks about the personal, about the family;

c) often communicates on personal issues, not touching the case;

d) the initiative of communication comes from the performers, the leader rarely speaks himself;

e) it is often difficult to understand the leader in communication with them.

19. The nature of decision-making on the management of the team:

a) the head alone makes decisions or cancels them;

b) rarely takes on a complex task, but rather avoids it;

c) tries to solve together with subordinates, single-handedly solves only the most urgent and operational issues;

d) resolves only those issues that arise by themselves, does not try to foresee their solutions in advance;

e) is taken to solve mostly minor issues.

20. Relationships between people in a team:

a) mutual assistance and mutual trust are not sufficiently developed in the managed team;

b) tries to keep subordinates at work in a good mood;

c) in his team there is an increased turnover of personnel, people often leave the team and do not regret it;

d) the people he leads treat each other sensitively, in a friendly way;

e) in the presence of the leader, the performers constantly have to work in tension.

21. Granting 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 on the instructions of the head than on their own;

d) performers are left to their own devices;

e) provides subordinates with independence only from time to time.

22. The attitude of the leader to the advice of others:

a) regularly consults with performers, especially with experienced workers;

b) consults with subordinates only in a difficult situation;

c) usually consults with deputies and lower-level managers, but not with ordinary performers;

d) listens with pleasure to the opinion of colleagues;

e) consults only with higher managers.

23. The ratio of the initiative of the leader and subordinates:

a) the initiative of subordinates is not accepted by the head;

b) believes that it is better to do less (then they will ask less);

c) the leader supports the initiative of subordinates;

d) he cannot act on his own, but waits for a “push” from the outside;

e) neither himself nor his subordinates show initiative.

24. The nature of the exactingness of the leader:

a) his favorite slogan: "Come on, come on!";

b) he is demanding, but at the same time fair,

c) it can be said about him that he is too strict and picky;

d) perhaps he is not a very demanding person;

e) the leader is demanding both to himself and to others.

25. Attitude of the head to innovations:

a) he is probably conservative, because he is afraid of the new;

b) willingly supports expedient innovations;

c) supporting innovations in the sphere of production, with great difficulty changes the nature of communication with people;

d) he is better at innovations in the non-productive sphere (at home, on vacation, in interpersonal relationships);

e) innovations pass by the leader.

26. Involvement of team members in decision making:

a) in his work he widely relies on public organizations;

b) many issues are resolved by the team at the general meeting;

c) some important matters are actually solved without the participation of the head, his functions are performed by others;

d) the leader himself decides most of the issues for the team;

e) the leader promotes the introduction of various forms of self-government in the team.

27. The attitude of the leader to himself:

a) the leader does not care what his subordinates think of him,

b) never and in no way shows his superiority over the performers;

c) considers himself indispensable in the team,

d) enthusiastically goes about his business and does not think about how he is evaluated;

e) the leader is overly critical of the performers.

Key

Calculate the sum of points for each of the 3 leadership styles (D - directive, K - collegial, P - conniving) in accordance with this table.

The number in the table means the score of this answer, the letter - the style of leadership.

Option










D = K = P =

Bring the sum of points for each leadership style to a figure convenient for further analysis: divide by 10 and round up to a whole number.

Result

The result is expressed in three digits, each of which is up to 10 points.

First, determine the dominant leadership style. A difference of 3 or more points was taken as a quantitative indicator of the dominance of one or another type. Possible ratios of the 3 extreme types in leadership style:

1) D-1-1: directive style (for example, 10-2-4, 6-3-4, 9-5-4, etc.);

2) 1-to-1: collegiate style (eg 4-9-4, 3-8-4, 5-10-4);

3) 1-1-L: liberal style (eg 3-2-10, 4-3-9, etc.).

If approximately the same expression of two styles dominates the third, then the leadership style is mixed;

4) D-K-1: directive-collegiate (for example, 7-8-4, 6-7-3, etc.);

5) 1-K-L: collegial-liberal (for example, 4-7-9, 4-7-7, 3-6-7, etc.);

6) D-1-L: directive-liberal (for example, 8-1-6, 8-3-8, 7-2-9);

7) D-K-L: mixed (for example, 2-3-3, 3-3-3, 5-6-6, 10-8-8). However, the results of the mixed type correspond to different characteristics of the leadership:

a) the equally low severity of styles (2-3-3, 3-3-3, etc.) is characteristic of inexperienced leaders;

b) the same average severity of styles (5-6-6, 6-6-4, etc.) characterizes a rapidly changing leader;

c) equally high expression of styles (10-8-8, 9-9-8, etc.) characterizes a contradictory, unpredictable type.

Interpretation of results

Any combination of styles is acceptable as long as directive has a score between 5 and 7 (better 6-10-5 or 5-9-4 than 3-9-4 or 3-8-3).

Studies have shown the following correspondence of professionally important qualities with leadership style:

Leadership style	Professional characteristics	Professional competence	Organizer- sky qualities	Upbringing	Morally- psychological which qualities team (communication)
directive
Collegial
Liberal
Directive- collegial
Directive- liberal
Collegiate- liberal
Mixed

The strongest influence on the leadership style is exerted by professional competence, then organizational, educational and moral and psychological characteristics of the leader's activities.

Leadership styles test

1. I would give 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 mostly succeed in making logically correct arguments in discussions.

5. I set up employees to solve their problems on their own.

6. If I am criticized, then I defend myself, no matter what.

7. When others give their reasons, I always listen.

8. In order to hold some kind of event, I have to make plans in advance.

9. I mostly admit my mistakes.

10. I offer alternatives to the suggestions of others.

11. I protect those who have difficulties.

12. I express my thoughts with maximum persuasiveness.

13. My enthusiasm is contagious.

14. I take into account the views of others and try to include them in the draft decision.

15. Usually I insist on my point of view and hypotheses.

16. I listen with understanding and aggressive 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 over what others might answer and look for counterarguments.

22. I help others with advice on how to organize their work.

23. Being carried away by my projects, I usually do not 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 does not agree with my project, I do not give up, but look for new ways to convince the other.

26. I use every means to get people to agree with me.

27. I speak 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 others.

31. Before defending myself, I always listen to criticism.

32. I express my thoughts systematically.

33. I help others get the word.

34. I carefully follow the contradictions in other people's reasoning.

35. I change my point of view in order to show others that I am following their thoughts.

36. As a rule, I do not interrupt anyone.

37. I don't pretend to be sure of my point of view if I'm not.

38. I spend a lot of energy trying to convince others how they need to do the right thing.

39. I speak emotionally to inspire people to work.

40. I strive for those who very rarely ask to speak to be active when summing up the results.

Results processing

1. Add up the scores you gave in questions 1, 3, 5, 7, 9, 11, 14, 16, 18.20, 22.24, 27, 29, 31, 33, 35, 36, 37.40, and denote the amount by A (it is in the range 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 designate the amount through B .

3. If the sum A is at least ten points higher than the sum B, then most people consider you a good diplomat, you are able to take into account the opinions of others, and tend to have a democratic management style. If the sum is A 185, they tend to be liberal and conniving style.

4. If the sum of B is at least ten points higher than the sum of A, then you are leading the discussion in an authoritarian, domineering, unceremonious, aggressive, prone to authoritarian style of leadership.

5. If the sums of A and B differ by less than ten points, then either you have not yet developed your own management style, or you are prone to an inconsistent management style.

The test below (Table 1.2.3) will help you evaluate 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 the way 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 for the test is 20 minutes.

Table 1.2.3.

Statement
1. In the team I manage, surveys of the socio-psychological climate, opinions, and moods of people are conducted (by our own specialists or external consultants)
2. In the work of the team, where necessary, standard rules are used, guidelines, instructions and other management documents
3. I substantiate and defend the opinion of the team, if I am convinced of its fairness, before the higher management
4. Carefully plan management work
5. I do my best to get my subordinates to fulfill the plan.
6. My subordinates clearly know their own and general tasks facing the unit
7. I personally decide what and how should be done in the team to achieve production goals, providing executive functions to subordinates
8. I allow the manifestation of a high level of initiative and independence in the work of subordinates in choosing ways to achieve their goals
9. I allow the manifestation of a high level of initiative and independence in the work of subordinates in choosing ways to achieve their goals, provided that they justify their importance
10. As a manager, I almost never have to deviate from the established schedule and organize work on weekends or overtime
11. To ensure control over the implementation of plans and discipline, I demand that subordinates inform me about the work they have done
12. I allow subordinates to set their own pace, mode and order of work, if this does not negatively affect the final results
13. Provide leadership by consulting and consulting reasonably with subordinates
14. I try to maintain a certain Business Etiquette, style of relationships and behavior, I make sure that subordinates adhere to it
15. I plan career growth subordinates so that they know the prospects for their advancement and the conditions required for this
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 in a forced mode (like a conveyor belt), set from outside by technology or common organization labor process
17. In the work of the team that I manage, there are rarely failures, emergency work
18. I inform the team about the events taking place in it and the general state of affairs in the management system
19. I support my appearance, clothes, order in the office, demeanor at the proper level
20. Payment and stimulation of work in the team are carried out in accordance with the real contribution of each to the overall result
21. As a leader, I lead a long-term personnel policy(I adhere in practice to the principles of hiring, promotion, and dismissal of employees known to the team)
22. Analyzing the work of subordinates, I come to the conclusion that they are insufficiently knowledgeable and skilled workers, they lack initiative, efficiency and other necessary qualities
23. In leadership, I use a personal positive example as a means to influence subordinates and create a favorable socio-psychological climate in the team.
24. In the team I manage, there are rarely conflicts.
25. I create conditions under which subordinates have favorable opportunities to express their opinion and exert practical influence on the management process

Continuation of table 1.2.3.

Statement
26. In management I use delegation of authority (I reserve the solution of only the most important issues, and transfer secondary ones to lower levels)
27. I read books and other publications on how to manage people.
28. As a leader, I adhere in practice to scientific recommendations for working with people
29. I believe that in order to increase the impact of people in the field of management, administrative factors (orders, regulations, instructions) should play a leading role
30. The production results of the team I manage are high
31. As a leader, I create conditions for ensuring the physical health of subordinates at work and at home, encourage them to improve their health
32. To ensure high production results, I create conditions in the team for the manifestation of creativity and initiative
33. I require exact justifications from subordinates in the formation of production plans and measures to improve production and management
34. For the sake of production necessity, it is necessary to push into the background the solution of such issues of team development as the analysis and improvement of the socio-psychological climate, the maintenance of general order in the organization of labor, etc.
35. I make an effort to get subordinates to provide high labor discipline and following the daily routine
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 units and members of the team
37. To achieve high production results, professional training is carried out in the team and encouraged independent work for advanced training
38. As a leader, I pay great attention to controlling the actions of subordinates, maintaining a high pace and quality of their work.
39. The leadership style that I adhere to has a positive impact on the behavior of team members, their attitude to work and the general socio-psychological climate
40. The leadership style I adopt has a positive effect on final results organizations
41. I believe that in order to increase the return on people in the field of management, socio-psychological methods (trust, moral and psychological climate, consciousness, etc.) play the main role.
42. Most often I make decisions alone, but I consult with deputies
43. In the decisions taken, responsibility is transferred in accordance with the authority
44. I think that my style of communication with subordinates is friendly.
45. I prefer the tough nature of relationships with subordinates
46. I think the principle of "carrot and stick" is the most correct
47. I prefer to use more reward than punishment
48. I prefer to give the initiative to subordinates
49. I think it's reasonable to be a diplomat and not get into "showdowns" with subordinates
50. Prefer not to trust subordinates with a periodic report

Test key: Count the number of positive responses 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 nothing to worry about the fate of the case;

from 20 to 30 - your leadership style is far from perfect, you need to read special literature and undergo training in management methods and communications;

less than 20 - obviously, you are not capable of being a leader or you are very underestimating your grades. Perhaps you are a pessimist or a melancholic.

Summary

1. Personnel policy determines the general line and fundamental guidelines in working with personnel for the long term and finds concrete expression in the form of administrative and moral norms of behavior of employees in the enterprise.

2. Types of power in society: ochlocracy - the rule of the crowd, autocracy - the power of one person, democracy - the power of the people.

4. Conceptual personnel documents: philosophy of the organization, internal labor regulations for workers and employees, collective agreement, employment contract with an employee.

5. Principles of working with personnel: bureaucracy, flexibility, decentralization, discipline, unity of command, personnel decide everything, collegiality, cooperation, corporatism, efficiency, rotation, specialization, fair remuneration, efficiency.

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