Workgroup Leadership Style Questionnaire Test

Managers, team leads, and employees who want a clearer view of everyday authority and participation can use the Workgroup Leadership Style Questionnaire Test to examine how decisions, supervision, discipline, and cooperation shape a workgroup. The result offers a structured leadership style profile showing the manager’s relative tendencies across three components, making it useful for reflection before discussing communication, delegation, or workplace climate.

What This Assessment Explores

This questionnaire focuses on how a manager balances authority, employee initiative, accountability, and relationships. It is intended for reflection on a real workgroup, using situations involving decision-making, consultation, criticism, discipline, supervision, and responses to pressure. The result provides a profile of the manager’s leadership components, showing relative tendencies across the three dimensions rather than identifying a single dominant style.

The three dimensions shown in the result are:

• Laissez-Faire (0-16) measures permissive non-intervention; Low permissiveness 0-5, Moderate permissiveness 6-11, High permissiveness 12-16.
• Collegial (0-16) measures demanding but participatory leadership with delegated responsibility; Low collegiality 0-5, Moderate collegiality 6-11, High collegiality 12-16.
• Directive (0-16) measures unilateral control, strict discipline, and reliance on the manager’s judgment; Low directive 0-5, Moderate directive 6-11, High directive 12-16.

Methodology and Scientific Basis

Each item offers three statements about a manager, and the respondent selects the one that best matches observed behavior or personal judgment. The themes cover delegation, consultation, criticism, demands, discipline, supervision, interpersonal conduct, and critical situations. Responses are organized into the three displayed dimensions, with a score and band for each; the questionnaire does not state an answer-to-point key.

Conceptually, the structure is conceptually consistent with the Zhuravlev Leadership Style Questionnaire (1976) and Zhuravlev’s 1979 work on leadership and group climate. Its three-way contrast is also consistent with Lewin, Lippitt, and White’s 1939 social-climate model, while Blake and Mouton’s 1964 Managerial Grid provides a comparison between production demands and attention to people. These sources frame interpretation but do not establish this online questionnaire as a standardized adaptation.

For managers, the questionnaire turns perceived workplace conduct into a comparative leadership profile. The score bands are descriptive, not population norms or diagnostic thresholds. Current relationships, limited observation, personal perspective, and response bias can influence ratings of the manager, so the pattern is best read alongside concrete examples and broader feedback.