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Destructive Leadership Scale (DLS) Test

Take the online Destructive Leadership Scale (DLS) Test - AI psychologist FreudlyYou can take Destructive Leadership Scale (DLS) Test here. Online version of a simple and accurate psychological test with interpretation.en
With 19 questions and an estimated completion time of four minutes, the Destructive Leadership Scale (DLS) Test helps you reflect on workplace conduct that may undermine motivation, belonging, professional development, or autonomy. Your profile can support clearer self-reflection about challenging supervisory patterns and their possible impact.
Questions: 194 minutes
Destructive Leadership Scale (DLS) Test: sample question card
October 2, 2025October 2, 2025Material has been updatedOctober 2, 2025Material has been published
28,830 views
3,297 completions
2,659 likes
Daniel HallPsychologist · Test reviewer
2,659 likes
Scale Explorer

How the Scales are Structured

Demotivating LeadershipDL
Measures the extent to which a leader’s behavior makes employees’ work feel meaningless and reduces motivation and engagement.
example score3/5
3/5Moderateexample score
1 – 2.4Low
2.5 – 3.4Moderate
3.5 – 5High
A score of 3 indicates a moderate level of demotivating leadership behaviors that may sometimes undermine employees’ sense of meaning and motivation at work.
Divisive LeadershipDL
Measures the extent to which a manager’s behavior isolates an employee from the team and undermines belonging.
example score2/5
2/5Lowexample score
1 – 2.3Low
2.4 – 3.6Moderate
3.7 – 5High
A score of 2 indicates a low level of disconnecting leadership, suggesting relatively few isolating behaviors are perceived.
Devaluing LeadershipDL
Measures the extent to which a leader devalues employees and undermines their confidence and professional development.
example score4/5
4/5Highexample score
1 – 2.3Low
2.4 – 3.6Moderate
3.7 – 5High
A score of 4 indicates a high level of disparaging leadership, suggesting frequent behaviors that may reduce employees’ sense of competence and hinder growth.
Coercive LeadershipCL
Measures the extent to which a leader uses controlling, directive behaviors that limit employee autonomy in day-to-day work.
example score3/5
3/5Moderate coercionexample score
1 – 2.4Low coercion
2.5 – 3.4Moderate coercion
3.5 – 5High coercion
A score of 3 indicates a moderate level of coercive leadership, suggesting noticeable control and direction that may sometimes reduce autonomy and engagement.
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DATA-BASED USER COHORTS

Who Usually Takes This Test?

Frustrated team members
46%OF USERS
Employees take it to check whether their manager’s behaviors are undermining motivation and contributing to stress or burnout.
HR and people leaders
32%OF USERS
HR professionals and senior managers use it to spot harmful leadership patterns and target coaching or culture interventions.
Researchers and students
22%OF USERS
Organizational researchers and students take it to measure destructive leadership and compare results across teams or studies.
BASED ON AGGREGATED, ANONYMIZED DATA FROM TENS OF THOUSANDS OF FREUDLY USERS.
Benchmarking

See How You Compare

Once you complete the test, your results are compared with real-world data from people in your country.
Below is a preview of how scores are typically distributed across each scale.
Shaded area — where most people score
Dot — the average
You — your score lands on each curve after the test— your score, after the test
Demotivating LeadershipDL
You?
Average2.4
Typical rangeTypical1.8 – 3
Possible1 – 5
Disconnecting LeadershipDL
You?
Average3.7
Typical rangeTypical3.1 – 4.3
Possible1 – 5
Disparaging leadershipDl
You?
Average2.2
Typical rangeTypical1.5 – 2.8
Possible1 – 5
Coercive LeadershipCL
You?
Average3.1
Typical rangeTypical2.5 – 3.6
Possible1 – 5
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SAMPLE QUESTIONS

Example Questions From the Test

Below is a series of statements, each beginning with the words “my immediate supervisor.” Please rate the extent to which you believe each statement reflects your situation at work.
    • Strongly disagree
    • Disagree
    • Neither agree nor disagree
    • Agree
    • Strongly agree
    • Strongly disagree
    • Disagree
    • Neither agree nor disagree
    • Agree
    • Strongly agree
    • Strongly disagree
    • Disagree
    • Neither agree nor disagree
    • Agree
    • Strongly agree
These are 3 of the 19 real questions — the rest appear in the test. No sign-up needed to start.
WHAT THE TEST MEASURES

Destructive Leadership Scale (DLS) Test - Description and methodology of the test

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People who want to examine difficult supervisory experiences may use the Destructive Leadership Scale (DLS) Test to organize recurring workplace behaviors into a clearer profile. It focuses on conduct that can erode the meaning of work, damage team belonging, weaken development, or restrict independence. As a destructive leadership assessment, it supports structured reflection on patterns rather than conclusions drawn from one disagreement.

What This Assessment Explores

This destructive leadership questionnaire covers workplace purpose, growth, relationships, and freedom through four distinct dimensions.

The profile contains four scales, with these displayed bands:

  • Demotivating Leadership (1-5) describes behaviors that foster an employee’s sense that work is meaningless; Low 1-2.4, Moderate 2.5-3.4, High 3.5-5.
  • Divisive Leadership (1-5) describes behaviors that isolate an employee and weaken belonging; Low 1-2.3, Moderate 2.4-3.6, High 3.7-5.
  • Devaluing Leadership (1-5) describes behaviors that hinder professional development and foster feelings of incompetence; Low 1-2.3, Moderate 2.4-3.6, High 3.7-5.
  • Coercive Leadership (1-5) describes behaviors that exert active control over work and can restrict autonomy and independence; Low coercion 1-2.4, Moderate coercion 2.5-3.4, High coercion 3.5-5.

Methodology and Evidence Base

For each statement, respondents select one of five agreement levels, from Strongly disagree to Strongly agree. The items cover imposed methods, blocked learning, demeaning messages, and conflict with colleagues. Respondents receive separate displayed results for the four dimensions rather than one overall label.

The questionnaire does not document how individual responses produce each displayed result. The bands are catalogue result categories for each dimension. The DLS, as a test of leadership behavior, is best read alongside specific examples and wider workplace context.

Conceptually, this questionnaire is consistent with the Disengaging Leadership Scale but is not an adaptation of it; Aasland and colleagues offer a broader framework for destructive leadership behavior. Bartholomew and colleagues explain how interpersonal control and thwarted psychological needs can diminish functioning, and Lipman-Blumen places destructive authority in a wider setting.

Because this is self-report, results can shift with current stress, memory, perspective, and willingness to disclose uncomfortable experiences; this online version has no established norms or validation.

Author: Jean M. Lipman-Blumen, Robert J. House
Literature:
  • Nikolova, I., Caniëls, M. C. J., Schaufeli, W., & Semeijn, J. H. (2021). Disengaging Leadership Scale (DLS): Evidence of Initial Validity. International Journal of Environmental Research and Public Health, 18(6), 2824. DOI 10.3390/ijerph18062824
  • Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The Prevalence of Destructive Leadership Behaviour. British Journal of Management, 21(2), 438-452. DOI 10.1111/j.1467-8551.2009.00672.x
  • Bartholomew, K. J., Ntoumanis, N., Ryan, R. M., Bosch, J. A., & Thøgersen-Ntoumani, C. (2011). Self-Determination Theory and Diminished Functioning: The Role of Interpersonal Control and Psychological Need Thwarting. Personality and Social Psychology Bulletin, 37(11), 1459-1473. DOI 10.1177/0146167211413125
  • Lipman-Blumen, J. (2005). The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians-and How We Can Survive Them. Oxford University Press. DOI 10.1093/oso/9780195166347.001.0001

Updated:

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