Manager's Task Test - the question form

I believe the value of creativity, innovation, and change is often overstated.

I believe that too many new ideas lead to disagreement and unnecessary conflict.

I believe that ideas suggested by direct reports are often less useful than those put forward by management.

I sometimes support new ideas, but I do not always follow through on them.

I believe that new ideas can be generated in meetings held specifically for that purpose.

I consistently look for new ideas and encourage others to be as creative as they can be.

I propose and develop many new ideas.

I consistently seek out new, productive ideas, regardless of their source, and I develop many ideas myself.

At times, I dislike gathering information or asking questions if doing so risks offending someone.

I look down on people who want to provide me with information.

I am usually receptive to information, so I always use all the information I receive.

I am particularly receptive to information that comes to me through traditional channels.

I can always prompt others to gather information, and I pay very close attention to what people tell me.

Before making a decision, I try to obtain as much information as possible. I place much more value on advice from my managers and specialists than on advice from my direct reports.

I use all available sources of information.

I do not gather enough information to do my job well.

I require people not to deviate from the goals I set for them.

My goals are usually fairly clear, but at times they are so vague that it is difficult for people to understand their direction.

The goals I set are usually clear enough, but not flexible enough.

I try to encourage my direct reports to set and clearly define their own goals.

I personally make sure to define goals clearly so they are understandable to the relevant stakeholders.

The goals I set are understood and approved by everyone directly concerned.

I believe that sometimes it is unnecessary to set broad, overarching goals.

I allow my direct reports to set their own goals based on their needs, and I agree to them even if they are not entirely satisfactory.

I make an effort to plan, although plans do not always produce the desired results.

I plan with close attention to detail.

When I am planning, I involve many other people.

I develop plans mainly based on my own ideas and then accept personal responsibility for them.

When I take on a task, the plan we adopt is a synthesis of the best suggestions put forward by everyone involved.

I think planning is not really as important as some people believe.

I prefer to let everyone carry out their own plans until they come into conflict with others' plans.

I view planning mainly as an individual task and do not usually seek input from others or their ideas.

I implement change in a structured way and follow all standard procedures meticulously.

I prefer to prepare the people affected by an upcoming change by informing them in advance.

I inform the people affected by the change about the reasons for it.

I give advance notice to everyone who may be involved in potential changes.

I think that, in general, implementing change is almost effortless for me.

I try to implement change in a very gradual way so that no one is unsettled.

I think that, when implementing change, it is best to make an announcement and then allow people time to think it over.

I sometimes talk about problems that arise during the change process, but I never initiate these discussions myself.

I always consider all suggestions, can adjust plans if needed, and am always ready to help with implementation.

I monitor implementation of plans and, when needed, provide help and direct support.

I monitor implementation of plans from a distance and respond quickly to any slowdown, removing it.

I seem insufficiently interested to provide effective implementation of decisions.

I allow deviations from the plan during implementation if this helps avoid disagreements.

I monitor implementation of plans closely, criticizing and pointing out errors when necessary.

I monitor implementation of plans, stepping in only if absolutely necessary.

Once plans are approved, I take steps to ensure they are carried out precisely and thoroughly.

I personally demand high productivity of myself and others, and I do everything possible to ensure this expectation is met.

I set high standards of productivity for myself and encourage others to do the same.

I do not particularly try to increase productivity simply for the sake of increasing it.

I believe that treating people well is far more important than high productivity.

I seem to be more interested in day-to-day performance than in long-term performance.

I would, of course, like my direct reports to achieve high productivity, but this is not always obvious to them, and performance sometimes suffers as a result.

I think the best way to assess performance is to compare current results with those achieved previously.

I welcome it when direct reports strive for high performance, and I help them achieve it.

I continually review productivity and work methods and do not hesitate to implement necessary changes.

I think results and evaluation are often given too much importance.

I usually tell people they did a good job, even when that is not really the case.

I assess my direct reports’ work myself, often pointing out their strengths and weaknesses and criticizing them when necessary.

I often talk about the importance of results and evaluation, but I do not always take an active role in it.

I regularly summarize my work and evaluate results and performance indicators.

I encourage others to evaluate both their work and my work.

I continually review performance and work methods and, when needed, implement changes.