Manager and Communication Test

Managers, team leads, and aspiring supervisors can examine their understanding of manager communication skills through a structured self-reflection exercise. The Manager and Communication Test uses statements that invite judgments about listening, feedback, perspective-taking, and interpersonal signals rather than observing workplace conduct directly. Its result offers a focused view of communication strengths and related team themes.

What This Assessment Explores

The statements examine whether a manager treats communication as a two-way process rather than a one-sided transfer of instructions. They address listening, employees’ views, situational flexibility, checking understanding, nonverbal signals, rumors, and emotional context. Together, these themes show how a respondent reasons about meetings, workplace information, feedback, and decisions as part of a managerial communication assessment.

The result combines two displayed indicators:

• Number of Correct Responses (0-80) shows how many statements the participant correctly identified as reflecting effective managerial communication and provides the basis for the standard score. Bands: Low 0-26, Moderate 27-53, High 54-80.
• Standard Score (5-95) reflects proficiency with managerial communication strategies; higher scores indicate greater competence compared with the normative reference group of managers. Bands: Developing 5-25, Competent 26-74, Advanced 75-95.

Methodology and Evidence Base

Each item uses a true-or-false response, asking the participant to identify whether a statement represents effective communication in a managerial context. A correct-response count is calculated first; the standard score is then calculated from that result by comparison with the stated normative reference group of managers. The count shows recognition of effective statements, while the comparative score indicates relative proficiency in communication strategies.

The questionnaire’s themes have conceptual parallels in Management Communication Relations, the managerial communication framework associated with Reddin and Stewart. Its emphasis on information flow, listening, feedback, and situational judgment provides a useful comparison, but these sources do not validate this questionnaire or establish its scoring or normative comparison. Reddin’s later manager self-assessment publications from 1991 and 1997 present related practical material, while Downs and Hazen’s 1977 study examines related workplace communication dimensions, particularly communication satisfaction, rather than managerial proficiency.

This questionnaire presents a focused profile of how respondents recognize sound managerial communication, making it a communication test for managers that can guide reflection and development. Because it relies on self-report, current context, self-awareness, and response bias may influence individual results; the profile is best used to guide reflection and development.