Manager Task Test

With eight questions and about 20 minutes to complete, the Manager Task Test highlights patterns in how you approach goals, information, planning, change, implementation, productivity, and evaluation. Its profile can support practical self-reflection about your managerial strengths, habits, and areas for development.

Questions: 820 minutes

Manager Task Test: situation and reply bubbles

October 2, 2025October 2, 2025Material has been updatedOctober 2, 2025Material has been published

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1,855 completions

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Daniel Hall Psychologist · Test reviewer

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Scale Explorer

How the Scales are Structured

MissionaryM

Measures the extent to which a manager prioritizes harmony and relationships over task achievement and direct influence on results.

example score15/30

15/30Balanced harmony focusexample score

0 – 10Results-leaning

11 – 20Balanced harmony focus

21 – 30Harmony-first

A score of 15 indicates a moderate Missionary tendency, suggesting a generally harmony-oriented approach that may sometimes reduce assertiveness in driving productivity.

DevelopmentalD

Measures the extent to which a manager prioritizes supporting and developing people, trust, and open relationships over direct achievement focus.

example score13/30

13/30Moderate developing focusexample score

0 – 10Lower developing focus

11 – 20Moderate developing focus

21 – 30High developing focus

A score of 13 indicates a moderate tendency to emphasize relationships and employee development, while still leaving room to increase this focus when the situation calls for it.

AutocraticA

Measures the extent to which a person relies on a decisive, control-oriented, results-first management approach with limited focus on relationships.

example score23/30

23/30Highexample score

0 – 10Low

11 – 20Moderate

21 – 30High

A score of 23 falls in the High range, suggesting a strong tendency to push for results through directive decisions and clear expectations, which may increase pressure on team relationships in some situations.

Benevolent AutocratBA

Measures the extent to which a person uses a results-driven, initiative-taking leadership style while still maintaining some focus on relationships and idea generation.

example score23/30

23/30Highexample score

0 – 10Low

11 – 20Moderate

21 – 30High

A score of 23 indicates a high tendency to lead with energetic, achievement-focused direction while also giving some attention to relationships and encouraging new ideas.

DiplomatD

Measures how strongly a manager prioritizes both results and relationships while tending to accommodate others and avoid firm decisions.

example score21/30

21/30Accommodating & cautiousexample score

0 – 10Decisive & direct

11 – 20Balanced diplomacy

21 – 30Accommodating & cautious

A score of 21 falls in the “Accommodating & cautious” range, indicating a stronger tendency to maintain harmony and support others, with a risk of delayed decisions and reduced initiative.

ExecutorE

Measures how strongly a person demonstrates an execution-focused leadership style that balances task achievement with team involvement and relationship management.

example score12/30

12/30Moderately expressedexample score

0 – 10Less expressed

11 – 20Moderately expressed

21 – 30Strongly expressed

A score of 12 indicates a moderately expressed performer style, suggesting the person sometimes coordinates work and engages the team while not relying on this approach in every situation.

DeserterD

Measures the tendency to avoid managerial responsibility by showing low task focus and low relationship engagement.

example score18/30

18/30Moderateexample score

0 – 10Low

11 – 20Moderate

21 – 30High

A score of 18 falls in the Moderate range, suggesting a noticeable tendency to disengage from both performance demands and relationship-building, especially when pressure or change arises.

BureaucratB

Measures the extent to which a manager relies on rules and procedures over task achievement and relationship-building.

example score11/30

11/30Moderate bureaucratic tendencyexample score

0 – 10Low bureaucratic tendency

11 – 20Moderate bureaucratic tendency

21 – 30High bureaucratic tendency

A score of 11 indicates a moderate tendency to default to established procedures and careful adherence to rules, with limited emphasis on pushing results or actively managing relationships.

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DATA-BASED USER COHORTS

Who Usually Takes This Test?

New and aspiring managers

41%OF USERS

They want to understand their default leadership style and learn how to adjust it to different team situations.

HR and L&D specialists

34%OF USERS

They use it to map management styles across leaders and plan targeted development or coaching programs.

Project and team leads

25%OF USERS

They take it to improve how they handle changing priorities, conflicts, and performance issues in real work.

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

MissionaryM

You?

Average8.3

Typical rangeTypical4.3 – 12.3

Possible0 – 30

DevelopingD

You?

Average8

Typical rangeTypical3.4 – 12.5

Possible0 – 30

AutocratA

You?

Average16.9

Typical rangeTypical11.9 – 22

Possible0 – 30

Benevolent autocratBa

You?

Average9.6

Typical rangeTypical5.3 – 13.8

Possible0 – 30

DiplomatD

You?

Average15.1

Typical rangeTypical9.8 – 20.4

Possible0 – 30

PerformerP

You?

Average14.9

Typical rangeTypical9.6 – 20.3

Possible0 – 30

DeserterD

You?

Average21.5

Typical rangeTypical17.3 – 25.8

Possible0 – 30

BureaucratB

You?

Average20.9

Typical rangeTypical16.1 – 25.6

Possible0 – 30

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SAMPLE QUESTIONS

Example Questions From the Test

This questionnaire is designed to help identify the styles considered necessary or useful in the day-to-day performance of managerial responsibilities, as well as the styles of team members or direct reports. The instrument includes eight sections, each consisting of eight statements, addressing a specific aspect of the managerial role. The section titles are: Creativity, Information, Goals, Planning, Change, Development, Productivity, and Evaluation. Each of the eight statements presents a distinct perspective on the aspect of the managerial role being assessed. Read all eight statements within the section. Select no more than four statements that reflect your leadership style and allocate a total of 10 points across the selected statements. You may assign all 10 points to a single statement, assign 5 points to each of two different statements, or use any other combination. The key requirement is to limit your selection to four statements.

- 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.

These are 3 of the 8 real questions — the rest appear in the test. No sign-up needed to start.

WHAT THE TEST MEASURES

Manager Task Test - Description and methodology of the test

management

Managers, team leads, and professionals preparing for supervisory responsibilities can use the Manager Task Test to examine how they balance results, relationships, structure, and change. This managerial task assessment supports practical self-reflection about coordination, employee involvement, initiative, and follow-through. The profile can help readers identify recurring leadership tendencies and questions to explore through workplace feedback.

What This Assessment Explores

The management style profile includes:

Deserter (0-30) shows avoidance/low achievement; Low 0-10, Moderate 11-20, High 21-30. Autocratic (0-30) shows relationship-limited achievement; Benevolent Autocrat (0-30) shows relationship-aware results. Each uses Low 0-10, Moderate 11-20, High 21-30.
Bureaucrat (0-30) shows rules/detail; Low bureaucratic tendency 0-10, Moderate bureaucratic tendency 11-20, High bureaucratic tendency 21-30. Missionary (0-30) shows harmony/conflict avoidance; Results-leaning 0-10, Balanced harmony focus 11-20, Harmony-first 21-30. Developmental (0-30) shows support/trust; Lower developing focus 0-10, Moderate developing focus 11-20, High developing focus 21-30.
Diplomat (0-30) shows compliance; Decisive & direct 0-10, Balanced diplomacy 11-20, Accommodating & cautious 21-30. Executor (0-30) shows participation/productivity; Less expressed 0-10, Moderately expressed 11-20, Strongly expressed 21-30.

Methodology and Evidence Base

Each prompt describes a workplace situation and offers eight ordered statements; the respondent chooses the closest match. Topics span creativity, information, goals, planning, change, implementation, productivity, and evaluation, linking managerial behavior with the resulting profile.

Scoring produces a separate total for each style, so results are read comparatively rather than as one overall label. The bands describe the catalogue’s interpretation; since points per option are not stated, no finer scoring rule should be inferred.

Its conceptual anchor is the Management Style Diagnosis Test (Reddin, 1977) and Reddin’s 3-D management style theory, which organizes management around task and relationships orientations. This management style assessment is conceptually consistent with that framework, but it is an online questionnaire, not the published instrument itself.

Peršolja, Žvanut, Rot, and Markič (2024) report later management style research among top nursing leaders, but that population and its findings should not be transferred directly here. No population norms or demonstrated equivalence to the published instrument are stated. Self-report, current pressures, impression management, and limited self-awareness can affect interpretation, so compare the profile with observed behavior and feedback.

Author: Edwin A. Fleishman

Literature:

Reddin, W. J. (1977). The Management Style Diagnosis Test (2nd ed.). Fredericton, NB: Organizational Tests Ltd.
Reddin, W. J. (1967). The 3-D Management Style Theory: A Typology Based on Task and Relationships Orientations. Training and Development Journal, 21(4), 8-17.
Peršolja, M., Žvanut, B., Rot, Š., & Markič, M. (2024). Assessment of management styles among top nursing leaders in Slovenian primary health centers: A cross-sectional analysis. Leadership in Health Services, 37(5), 157-168. 10.1108/LHS-10-2023-0083

Updated: 2025-10-02