Test "Administrator or leader?", Test to determine...

3.2.2. Test Administrator or leader?

The methodology is designed to assess the prevalence of administrative or leadership (organizational and communicative) abilities.

INSTRUCTIONS

Thoroughly thinking over the following statements, try to determine the degree of your agreement with each of them on an 11-point scale (0, 1, 2, 3,4, 5,6, 7, 8,9, 10). Record the results of your reflections in the appropriate cells of the registration form. Keep in mind that 10 here means complete agreement with the statement, 0 - complete disagreement, 5 - half agreement. The remaining degrees of agreement are on the upward from 0 to 5 and from 5 to 10 respectively.

TEST MATERIAL

1. I trust people.

2. I believe that people, rather than their leaders, should take care of solving their social and everyday problems.

3. I'm for the members of the work collectives to choose their own leaders.

4. When it's necessary, I can get people to "spin."

5. People well know that I can store the personal secrets that I trust.

6. Weight people want one thing - power, and I'm no exception.

7. I am inclined and ready to stand up for members of the team whenever they are treated unfairly.

8. I think that in the interests of the cause it is more advantageous for people to have an unremitting and cruel (ruthless) leader of the person.

9. I'm for the full publicity.

10. I agree that the main thing for success in management is the ability to force people to perform useful work by any means.

11. I can get along with people I do not like.

12. I give commands, orders, orders, instructions to all subordinates in the same form.

13. I am inclined and able to use in the interests of the matter opinions contrary to my own point of view.

14. My deep conviction is that only the leader who is feared can be successful.

15. It seems to me that I know well the general needs and problems of my team.

16. It's easier for me to lead people when I know what they do not want to advertise.

17. I am personally interested in the fact that the general problems and difficulties of the members of the collective in which I work are resolved.

18. I'm sure that fear of punishment is a stronger incentive for any employee than expectation of promotion.

19. I feel the ability and willingness to act in practice to solve common problems of the collective.

20. When necessary, I can put myself in such a position that people agree with me for fear of getting into trouble.

PROCESSING RESULTS

1. Summarize all points on the scale L (odd statements) in the registration form, write down the result.

2. Do the same operation with the scale A, write down the result.

3. The ratio of L/A reflects the ratio in your activities of the features of the leader and administrator. For example: L = 90, A = 60 means that you are 60% leader and 40% administrator.

Registration form for the test Administrator or leader?

Scale

Points

Results

Points

%

L (leader)

1

3

5

7

9

11

13

15

17

19

A (Administrator)

2

4

6

8

10

12

14

16

18

20

3.2.3. Test to determine the style of leadership team

The methodology is aimed at determining the style of leadership of the work collective. Its use does not require individual testing; It is possible to use tests in the unit to optimize the social and psychological climate in the team.

DEDICATED STYLES OF THE MANUAL

Directive style (D). It is characterized by an orientation toward own opinion and evaluation; aspiration to power, self-confidence, propensity to rigid formal discipline, greater distance from subordinates, unwillingness to admit their mistakes; ignoring the initiative, creative activity of people; one-man decision-making; control over the actions of subordinates.

Oppositional style (P). He assumes indulgence towards employees, lack of exactingness and strict discipline, control, liberalism, familiarity with subordinates, inclination to shift responsibility in decision-making.

Collective style (K). Demand and control are combined in it with an initiative and creative approach to the work performed and conscious observance of discipline. It is characterized by the desire to delegate authority and share responsibility, democracy in decision-making.

INSTRUCTIONS

The questionnaire contains 27 groups of statements that characterize the manager's business qualities. Each group consists of several statements, indicated by the letters a & quot ;, b & quot ;, in etc. You need to carefully read all the statements in each group and choose one that most closely matches your opinion of the leader. Mark the selected statement on the questionnaire with the + under the corresponding letter.

TEST MATERIAL

1. Distribution of powers between managers and subordinates:

a) centralizes the leadership, requires that all the details are reported to him;

b) passive in the performance of management functions;

c) clearly distributes functions among themselves, their deputies and subordinates

d) waits for orders from above or even requires them;

e) centralizes leadership only in difficult situations.

2. Actions of the leader in critical (tense) situations:

a) in critical situations, as a rule, moves to more stringent management methods;

b) critical situations do not change the ways of leadership;

c) in a critical situation is not without the help of higher-level managers;

d) encountering difficulties, begins to interact more closely with subordinates;

e) in critical situations, poorly copes with their responsibilities.

3. Contact manager with subordinates:

a) not a sociable person, he talks to people a little;

b) regularly communicates with his subordinates, talks about the situation in the team, about the difficulties that must be overcome;

c) knows how to communicate, but specifically limits communication with subordinates, keeps them at a distance;

d) tries to communicate with subordinates, but has difficulty in communicating;

e) communicates mainly with the asset of the team.

4. Productivity of the team in the absence of a leader:

a) in the absence of the manager, the performers are working worse;

b) the team reduces productivity, if the leader temporarily leaves it;

c) the performers are constantly not working at full strength, with another leader could do more;

d) productivity of work increases in the absence of a leader;

e) in the absence of the leader, the team works with varying success.

5. The attitude of leaders to councils and objections on the part of executing gels:

a) he himself turns to the subordinates for advice;

b) does not allow subordinates to advise him and even more objection;

c) subordinates not only advise, but can give instructions to their leader;

d) is advised even when circumstances do not particularly require it;

e) if the performers know how to do the work better, they talk about it to their supervisor.

6. Controlling the activities of subordinates:

a) controls the work from case to case;

b) always very strictly controls the work of subordinates and the collective as a whole;

c) controlling the work, always notices the positive results, praises the performers;

d) controlling, necessarily looking for shortcomings in work;

e) often interferes with the work of performers.

7. The ratio of the solution of production and socio-psychological problems in the process of leadership team:

a) he is interested only in the fulfillment of the plan, and not the relation of people to each other;

b) solving production problems, trying to create good relations between people in the team;

c) in the work is not interested, comes to the case formally;

d) paying more attention to building relationships in the team, rather than performing production tasks;

e) when necessary, protects the interests of their subordinates.

8. The nature of the orders of the leader:

a) orders what you want to do;

b) do not know how to order;

c) the request of the leader does not differ from the order;

d) orders are accepted, but not performed well enough and quickly;

e) orders cause discontent of subordinates.

9. The attitude of the leader to criticism from the subordinates:

a) criticism usually does not take offense, listens to it;

b) he listens to criticism, even promises to take action, but does nothing;

c) does not like to be criticized and does not try to hide it;

d) accepts criticism only from the higher authorities;

e) does not respond to criticism.

10. Behavior of the manager with a lack of knowledge:

a) he himself solves even those issues that are not quite well known;

b) if something does not know, then it's not afraid to show it and turns to others for help;

c) does not seek to replenish his knowledge;

d) when something does not know, it hides it and tries to make up for itself deficiencies in knowledge;

e) if he does not know how to solve a question or perform a job, then instructs it to his subordinates.

11. Distribution of responsibilities between managers and subordinates:

a) there is an impression that the manager is afraid to be responsible for his actions, wants to reduce his responsibility;

b) distributes responsibility among themselves and their subordinates;

c) All responsibility is solely on oneself;

d) often emphasizes the responsibility of higher-level managers, tries to shift their responsibility to them;

e) it happens that the manager, being responsible for a particular case, tries to transfer it to his deputies or lower-level managers.

12. The attitude of the leader to his deputies and assistants:

a) tries to ensure that his deputies are qualified specialists

b) achieves trouble-free subordination of deputies and assistants;

c) the manager does not care who works as his deputy (assistant);

d) is cautious with respect to deputies, because he is afraid for his position;

e) does not want to have a number of very qualified specialists.

13. Emotional satisfaction of the performer in the absence of a leader:

a) performers are happy when there is no leader, they feel some relief;

b) it's interesting to work with a supervisor, so expect him to return;

c) the absence of a leader is not noticed by the executors;

d) at first the performers are satisfied that the leader is absent, and then they are bored;

e) first the absence of the leader is felt by the performers, and then quickly forgotten.

14. Prevailing measures of influence on subordinates:

a) to do some work, the manager often has to persuade his subordinates;

b) always orders something, disposes, instructs, but never asks;

c) often refers to subordinates with instructions, requests, advice,

d) often makes subordinates comments and reprimands;

e) supervisor's comments are always fair.

15. The nature of the treatment of the head with the subordinates:

a) always turns to the subordinates politely and benevolently;

b) in relation to subordinates is tactless and even rude;

c) in the treatment of subordinates often displays indifference;

d) it seems that the politeness of the leader is insincere;

e) the character of the leader's address to his subordinates often changes.

16. Participation of team members in management:

a) the head is attracted to the management of team members;

b) the head often shifts his/her functions to others;

c) management functions are not fixed stably, their distribution may change;

d) it happens that the administrative functions are not actually assumed by the manager.

17. Maintaining the manager of labor discipline:

a) tends to formal discipline and ideal submission;

b) can not influence discipline;

c) is able to maintain discipline and order;

d) the discipline looks good, since the subordinates are afraid of the head;

e) does not stop violations of discipline.

18. The nature of the manager's communication with the performers:

a) communicates with subordinates only on business issues;

b) talking to subordinates about the case, the manager asks about the personal, about the family;

c) often communicates with questions of politics, without touching the case;

d) the initiative of communication comes from performers, the leader seldom talks himself;

e) it is often difficult for a leader to understand in communication with him.

19. The nature of decision-making in the management of the team:

a) individually develops solutions or cancels them;

b) rarely takes up the implementation of a complex case, but rather leaves it;

c) tries to solve problems together with his subordinates, solves only the most urgent and operational questions alone;

d) solves only those questions that arise themselves, does not try to anticipate their decision in advance;

e) is taken for solving mostly small issues.

20. The relationship between people in the team:

a) the team lacks mutual support and mutual trust;

b) the head tries to ensure that his subordinates at work have a good mood;

c) there is an increased turnover of staff, people often leave the team and do not regret it;

d) subordinates treat each other sensitively, in a friendly manner

e) in the presence of the head of the performers constantly have to work in suspense.

21. Granting independence to subordinates:

a) encourages subordinates to work independently;

b) sometimes imposes his own opinion, but says that this is the opinion of the majority;

c) performers work more on the instructions of the manager, rather than independently;

d) the performers are left to themselves;

k) gives subordinates independence only from time to time.

22. The attitude of the leader to the advice of others:

a) regularly consults performers, especially with experienced workers;

b) consults with employees only in a difficult situation;

c) usually consults with deputies and subordinate leaders, but not with ordinary performers;

d) with pleasure listens to the opinion of colleagues;

e) is consulted only with superiors.

23. The ratio of initiative leader and subordinates:

a) the initiative of subordinates is not accepted;

b) the head believes that it is better to do less (then less will be asked);

c) supports the initiative of subordinates;

d) the leader can not act himself, but waits for "pushing" from the outside;

e) Initiatives are not shown either by him or by his subordinates.

24. The character of the manager's exactingness:

a) his favorite slogan: "Come on, come on!" & quot ;;

b) demanding, but at the same time justified;

c) we can say that he is too strict and even picky;

d) perhaps, he is not very demanding person;

e) is demanding both to himself and to others.

25. The attitude of the leader to the innovations:

a) probably, he is conservative, because he is afraid of the new;

b) willingly supports expedient innovations;

c) supporting innovation in the sphere of production, with great difficulty changes the nature of communication with people

d) it works better with innovations in the non-productive sphere (in everyday life, on vacation, in interpersonal relations);

e) innovations pass by the head.

26. Involving team members in developing solutions:

a) in its work is widely based on public organizations;

b) many questions are resolved by the team at a public meeting;

c) Some important cases are resolved virtually without the participation of the head, his functions are performed by others;

d) most of the issues are decided by the team leader himself;

e) the leader promotes the introduction of various forms of self-management in the team.

27. The attitude of the leader to himself:

a) the manager does not care what the subordinates think about him;

b) he never, and in no way, shows his superiority over performers;

c) considers himself irreplaceable in the team;

d) enthusiastically engaged in his own business and does not think about how they evaluate it;

e) the manager is overly critical of the performers.

KEY

Question Number

Option

a

b

in

d

d

1

D-3

P-2

K-3

P-3

K-2

2

D-3

K-2

P-1

K-3

P-3

3

P-1

K-2

D-2

K-1; P-2

K-2

4

D-1

K-2

P-2

P-1

K-2

5

K-3

D-2

11-2

P-2; K-1

K-2

6

11-3

d

K-3

D-3

D-2

g -

L-1

K-1

P-2

P-1; K-1

K-1

8

K-3

P-3

D-2

P-2

D-3

9

K-2

P-2

D-2

D-2; P-2

P-2

10

D-2

K-2

P-1

D-2; K-2

K-1; K-2

11

11-2

K-2

D-2

L-1; P-2

D-2; P-1

12

K-1

D-1

P-1

D-2

D-3

13

D-2

K-2

P-2

K-1

D-1; P-2

14

P-3

d

K-3

D-2

K-3

15

K-2

D-2

P-2

D-2

D-2; P-3

16

K-2

D-1; P-1

D-1; P-2

P-3

-

17

L-2

11-2

K-2

D-2

P-3

18

d

K-3

P-2; K-1

P-2; D-1

P-1

19

d

P-2

K-3

P-3

P-3

20

D-1

K-1

P-1

K-2

D-2

21

K-2

D-2

D-2

P-2

D-2

22

K-2

D-1; K-2

D-2; K-1

K-2

D-2

23

L-2

P-2

K-2

P-2

P-3

24

d

K-3

D-2

P-3

K-2

25

P-1

K-1

D-2

K-2

P-2

26

K-2

K-3

P-3

D-3

K-3

27

P-1

K-2

D-1

K-2

d

PROCESSING AND INTERPRETATION OF RESULTS

Use the key to calculate the score for each of the three styles of the guide. The figure in the table means the number of points for this answer, the letter is the style of the guide. The sum of scores for each style of the leadership is brought to a figure that is convenient for further analysis: divide by 10 and round up to an integer value. The result is expressed by indicators, each of which can take a value from 1 to 10 points.

For a quantitative indicator of the domination of a particular style, a difference of 3 points or more is accepted. Possible relationships of the three extreme types in the leadership style:

D-1-1 - directive style (for example: 10-2-4, 6-3-4, 9-5-4, etc.);

1-K-1 - collegiate style (for example: 4-9-4; 3-8-4; 5-10-4);

1-1-P - conniving style (for example: 3-2-10, 4-3-9, etc.).

If approximately the same expression of the two styles dominates the third, then the leadership style is mixed:

Д-К-1 - directive-collegiate style (for example: 7-8-4, 6-7-3, etc.);

1-C-P - collegiate-conniving style (for example: 4-7-9, 4-7-7, 3-6-7, etc.);

D-1-P - directive-conniving style (for example: 8-1-6, 8-3-8, 7-2-9);

DKP - mixed style (for example: 2-3-3, 3-3-3, 5-6-6, 10-88). The results of the mixed type correspond to different characteristics of the manual:

• equally low intensity of styles (2-3-3, 3-3-3, etc.) is typical for inexperienced managers

• the equally average intensity of styles (5-6-6, 6-6-4, etc.) characterizes the rapidly changing leader;

• the equally high severity of styles (10-8-8, 9-9-8, etc.) characterizes a contradictory, unpredictable type.

thematic pictures

Also We Can Offer!

Other services that we offer

If you don’t see the necessary subject, paper type, or topic in our list of available services and examples, don’t worry! We have a number of other academic disciplines to suit the needs of anyone who visits this website looking for help.

How to ...

We made your life easier with putting together a big number of articles and guidelines on how to plan and write different types of assignments (Essay, Research Paper, Dissertation etc)