HR-Survey > Employee Opinion > Dimensions

Survey Questions: Attitude

Definition: Attitude is the collection of mindsets, behaviors, and choices that shape how individuals engage with work, colleagues, and challenges. It is characterized by optimism, humility, and a respectful, service-oriented tone. A Positive Attitude is demonstrated through open collaboration, emotional steadiness, and a consistent willingness to learn, improve, help others, and seek excellence, even when faced with setbacks or ambiguity. Managers with a strong attitude model pride (in their work and the works of others), embrace accountability and feedback, honor time and relationships, and inspire confidence through resilience, graciousness, flexibility, and trust.

Positive Tone

Positive Tone reflects the emotional atmosphere someone actively cultivates within a team or department. It's anchored in optimism, resilience, and a proactive attitude--especially when conditions are difficult or team dynamics are strained. This behavior shows up as sustained enthusiasm, encouragement, and lightness in work relationships, creating an environment that feels energizing and affirming. Leaders and teammates who exhibit a positive tone choose uplifting language, celebrate progress, and help others stay grounded. The impact is mood-related--it shapes how people feel while doing the work, reinforcing enjoyment and cohesion.

The team leader builds and maintains positive relationships with peers.
My manager sets a positive tone for the department and team.
Associates enjoy working for [company]
Team members remain positive even when working with individuals who have poor attitudes.
The supervisor contributes to a positive and fun work environment.
Associates contribute to a positive work environment.
Coworkers enjoy working in the department
My manager chooses to have a positive attitude regardless of circumstances.

Open and Approachable

Open and Approachable centers on interpersonal accessibility and psychological safety. It reflects an attitude of warmth, curiosity, and humility--where individuals invite dialogue, listen without judgment, and welcome feedback across hierarchies. This behavior shows up through consistent presence, receptive body language, and a willingness to engage with all levels of the organization. It builds trust and transparency, encouraging others to speak up, share ideas, or ask for help. While Positive Tone lifts morale through affect, Open and Approachable fosters connection through availability and responsiveness.

Senior executives engage with employees at every level in a warm, approachable manner.
Managers encourage openness and constructive dialogue around the changes.
Managers build open and trusting relationships.
The project manager engages in empathetic listening without interrupting others or posturing in front of a group.
My team leader appreciates feedback from others as an opportunity for self-improvement.
My manager is approachable and easy to talk to.
Supervisors seek feedback from others, including junior staff.
My manager greets teammates each morning with authentic warmth and curiosity, setting a tone of shared purpose.
Colleagues view feedback as a tool for improvement rather than a threat to ego.

Gracious

Gracious reflects a leadership style rooted in dignity, appreciation, and emotional generosity. It emphasizes the art of recognizing contributions (especially subtle or behind-the-scenes efforts) and expressing sincere gratitude in ways that elevate others. This behavior fosters a positive emotional climate through affirming gestures, thoughtful compliments, and consistently pleasant interactions. Leaders who are gracious communicate "You matter" not just through what they say, but how they say it, reinforcing psychological safety through encouragement and professional warmth. The tone is celebratory, focusing on uplifting morale and fostering mutual respect.

Our manager is pleasant and gracious to work with.
My manager exhibits a professional and gracious demeanor.
Managers express sincere appreciation for others' efforts -- regardless of how routine or behind-the-scenes they may be.
My team leader appreciates the efforts of others.
My supervisor expresses gratitude for effort, not just outcomes.
The project manager is gracious and professional in their interactions with others.
Leaders compliment employees when they do a good job.

Concern for Others

Concern for Others, meanwhile, centers on empathy, attentiveness, and emotional support. It goes deeper into the personal experience of employees, showing care beyond output or performance. This trait is evident in how managers tune into distress, notice unspoken tensions, and extend kindness during emotionally complex moments. It prioritizes human well-being (especially for those who may be struggling) and responds with listening, understanding, and gentle presence. Concern for Others creates a culture where people feel seen and supported, not just valued.

Our manager is sensitive and understanding toward those who may have a less than positive attitude.
Coworkers in my department show genuine interest in the well-being of colleagues, beyond work performance.
Leaders have a concern for employees in the department.
My manager is genuinely concerned about others in the department.
The department head demonstrates sincere caring for employees in the department.
The project manager shows empathy in their interactions with others.
Team members have genuine concern for others.

Respectful

Respectful reflects a relational stance rooted in empathy, fairness, and civility. It focuses on how individuals treat others, especially in moments of disagreement, emotional tension, or structural change. Respectful behavior shows up as open listening, thoughtful acknowledgment of different perspectives, and a consistent effort to accommodate varying needs and styles. Leaders who model respect honor boundaries, welcome participation, and avoid condescension or bias. It's about how people relate in the present moment (with sincerity, restraint, and a belief in the dignity of others) creating psychological safety through emotional steadiness and interpersonal grace.

Supervisors show by their actions that they trust in the positive intentions of others.
My manager acknowledges team members' emotions and perspectives, even when they differ from their own.
My manager treats others with respect.
Supervisors invite participation by asking open-ended question and valuing all voices.
The project manager respects boundaries and personal differences, allowing others to be authentic.
Leaders refrain from sarcasm, judgment, or belittling remark in conversations.
Supervisors treat all people fairly and with respect.
The project manager accommodates differing work styles and needs when planning team interactions.
My manager speaks with civility and kindness, even under pressure or during disagreement.
My supervisor listens actively to others without interrupting or dismissing their contributions.
My manager makes space for others to share perspectives on change, incorporating feedback into real-time decisions.

Optimistic

An Optimistic Attitude reflects an outlook of hope, possibility, and belief in success, especially amid uncertainty or challenge. Optimistic behavior includes speaking enthusiastically about goals, celebrating progress even when incomplete, and reinforcing confidence in others' capabilities. Leaders who demonstrate optimism cultivate forward momentum, helping teams see past current obstacles toward what could be achieved. Optimism fuels motivation and vision for what lies ahead--shaping attitude through expectation and aspiration.

Coworkers in my department show optimism in challenging moments.
Our manager reinforces progress by celebrating milestones and maintaining momentum during difficult phases.
My supervisor communicates future goals with excitement and clarity, inspiring confidence in what lies ahead.
The project manager expresses genuine belief in the team's ability to overcome challenges and thrive.
Colleagues look for ways to succeed in spite of any obstacles or circumstances.
Team members are optimistic about the future direction and plans.
Leaders undertake projects with expectations of success.
Managers demonstrate confidence in navigating ambiguity and motivate others to act despite uncertainty.
My manager speaks positively about the organizational direction, helping staff see the bigger picture.

Resilient

Resilience reflects an individual's capacity to rebound from adversity with composure and focus. It's about persistence in the face of disruption--responding to challenges not with defeat, but with determination and solution-oriented energy. Resilient individuals and leaders demonstrate emotional steadiness, help teams navigate uncertainty, and maintain forward momentum by reframing setbacks as temporary. The emphasis is on recovery and response: keeping morale high, modeling calm under pressure, and bouncing back quickly to pursue goals despite obstacles.

On our team, setbacks are approached with a positive attitude.
The project manager models resilience in the face of adversity.
Leaders frame setbacks as temporary and treatable, helping the team stay focused on solutions.
My manager embraces unexpected challenges with a calm, solution-oriented mindset.
My coworkers display persistence in pursuing goals despite obstacles and setbacks.
My manager focuses on solutions rather than obstacles when facing setbacks.
We bounce back quickly from setbacks.

Learns From Mistakes

Learns From Mistakes focuses on reflection and growth after failure. The defining behaviors include embracing missteps as learning opportunities, fostering open dialogue about errors, and systematically applying lessons to improve future outcomes. Leaders in this space model vulnerability by acknowledging mistakes and transforming them into shared insight. The emphasis here is on continuous improvement--approaching setbacks not just with optimism, but with intellectual curiosity and a commitment to evolving.

Supervisors face setbacks with composure and reframe challenge as opportunities for growth.
Leaders approach failures as stepping stones toward improvement.
Our manager shares lessons learned with the team to prevent recurring mistakes and strengthen performance.
Our department creates space for constructive dialogue around mistakes, viewing them as learning opportunities.
My manager searches for things that can be learned from mistakes.
The members of my team maintain optimism by turning mistakes into actionable learning moments.
Our team reflects on missteps with a focus on building future success
My manager admits when mistakes are made and models the appropriate responses to learn from it constructively.

Flexibility

Flexibility is about embracing change with emotional steadiness and a solution-oriented mindset. Individuals who display flexibility respond constructively to shifting priorities, unexpected challenges, and revised plans--not with resistance, but with curiosity and optimism. This quality often emerges when external factors disrupt the usual flow, requiring a team or leader to adjust strategies, approaches, or communication styles. Whether it's modifying a project plan, adapting leadership techniques, or welcoming feedback, flexibility signals emotional agility and a willingness to evolve. At its core, it cultivates resilience during transitions and reinforces psychological safety by framing uncertainty as an opportunity, not a threat.

Our team demonstrates a positive attitude when responding constructively to last-minute changes and shifting priorities, showing no frustration or resistance.
The supervisor maintains team morale during shifting conditions by reinforcing purpose, clarity, and support.
Managers encourage others to overcome resistance to change.
Supervisors support alternative approaches and encourage creative problem-solving when roadblocks arise.
I am able to cope with changes.
Associates welcome revisions to plans when they lead to better outcomes, rather than clinging to original strategies.
My division stays optimistic during transitions, reinforcing the idea that change can bring new opportunities.
The project leader adjusts leadership style to meet the needs of different individuals and situations, showing empathy and agility.
The project manager models adaptability and proactive engagement.
The team leader remains curious and adaptable, welcoming unfamiliar challenges with optimism.
The supervisor responds constructively to last-minute changes and shifting priorities, without frustration or resistance, and with a positive attitude.
The department head models openness to feedback, adapting personal approaches when new insights emerge.

Pride in Work

Pride in Work reflects a deep personal investment in craftsmanship, quality, and values-driven execution. It manifests in the attention to detail, persistence through setbacks, and the willingness to exceed expectations even when no one is watching. Individuals demonstrating pride in work often approach tasks not just as responsibilities, but as reflections of who they are--infusing thoughtfulness, creativity, and accountability into their outputs. This attitude upholds high standards, celebrates progress, and promotes authenticity by encouraging people to "stand behind" their work. Pride energizes a culture of excellence, where the product isn't just complete--it's worthy.

Setbacks or errors are used as learning moments, showing pride through persistence and growth.
The project manager promotes high ethical standards and values-driven work, reinforcing pride in doing what's right -- not just what's easy.
Colleagues hold themselves to high standards, even when others might settle for "good enough."
Team members in my department present work with an "I stand behind this" mentality, demonstrating authenticity and personal accountability.
Employees take pride in the quality of their work and seek continuous improvement.
My supervisor adds creative flair or thoughtful touches to deliverables, demonstrating pride and joy in the work itself.
My manager demonstrates care and thoughtfulness in even the smallest tasks.
My supervisor enjoys discussing progress, especially in team meetings or performance reviews.
We show up each day with a commitment to exceed expectations, not just meet them.
Our supervisor takes time to polish presentations, communications, or reports, ensuring they reflect professionalism and clarity.
My supervisor does their best effort on the job.

Confidence

Confidence is about energized participation and optimistic forward momentum, especially in uncertain or evolving situations. It shows up in courageous communication, idea-sharing, and initiative-taking; often before outcomes are guaranteed. Confident individuals help reinforce team belief, model possibility, and approach ambiguity with curiosity rather than fear. While pride in work is internally anchored in integrity and effort, confidence leans outward, signaling trust in capability, resilience, and the potential for success. Together, they complement one another: pride ensures substance, confidence provides spark.

Our manager speaks about projects with language that conveys excitement and possibility.
Associates participate actively in meetings, offering ideas with energy and genuine interest, not just obligation.
My team leader expresses belief in the team's ability to overcome obstacles and deliver results.
Managers use affirming language that emphasize strengths, possibilities, and momentum.
The supervisor greets ambiguity with curiosity and purpose, rather than hesitation or avoidance.
Leaders maintain consistency in effort--even when outcomes are uncertain or recognition is delayed.
The project leader speaks with clarity and conviction, yet remains open to feedback and alternative viewpoints.
My supervisor encourages others to take initiative by modeling courage and forward momentum.

Accountability

Accountability within the Attitude dimension centers on ownership, reliability, and integrity. It's marked by individuals following through on commitments, admitting mistakes, and taking proactive steps to resolve issues. The emphasis lies in accepting responsibility without deflection, maintaining consistency in performance, and modeling honest reflection when things go wrong. People with a strong sense of accountability uphold trust by showing that their words and actions carry weight--and they correct course when needed. It's about dependability and self-regulation, ensuring that both personal and team contributions reflect a commitment to results and ethical conduct.

Associates follow through on commitments consistently and honor deadlines without needing reminders.
My department shows initiative in resolving challenges rather than waiting for some intervention.
The supervisor takes ownership for both successes and failures.
My supervisor admits when wrong and demonstrates integrity in actions.
Colleagues avoid placing blame on others when confronted with problems or mistakes.
Coworkers in my department hold themselves accountable for their performance and results.
Managers own the impact of their actions and words, taking corrective step when needed.

Volunteerism

Volunteerism centers on proactive engagement--stepping forward without prompting to support others, take on additional responsibility, or drive team progress. It reflects a mindset of generosity and growth, where employees seek out ways to contribute beyond their immediate scope, often during peak periods or in unfamiliar areas. Volunteerism also includes leaders modeling initiative by leading new programs, testing tools, or representing their teams in cross-functional groups. Volunteerism originates from internal drive and team-oriented values energizing workplace culture by promoting ownership, collaboration, and a spirit of discretionary effort that amplifies collective success

Colleagues are willing to volunteer to take responsibility for assignments that fall outside their immediate scope to help move the team forward.
Employees in my department volunteer for tasks or initiatives that stretch their skills, showing eagerness to contribute and grow.
Managers offer to lead new initiatives, pilot programs, or improvement efforts to advance team goals.
My team leader volunteers to represent the team in cross-functional or company-wide working groups.
The supervisor contributes extra effort during peak periods to relieve pressure from colleagues.
Challenging assignments are welcomed as opportunities to stretch and grow.
Leaders in our department volunteer to help troubleshoot issues or streamline process that others try to avoid.
The members of my team volunteer willingly for assignments.
The project manager participates in planning and facilitating team-building activities or staff recognition events.
Associates step forward and volunteer to support time-sensitive task without being asked, especially when others are unavailable.
My department offers to test new tools, systems, or workflows to improve organizational effectiveness.

Helping Others

Helping Others reflects a service-oriented mindset grounded in day-to-day support, emotional attentiveness, and proactive collaboration. It emphasizes removing barriers, offering mentoring and coaching, and seeking ways to assistâespecially during moments of challenge or transition. These behaviors center on being available to others in real time, actively asking "How can I help?" and following through with genuine care. This trait focuses on facilitating others' success through encouragement, problem-solving, and responsiveness, driven by empathy and personal initiative.

In our department, we work to eliminate unnecessary work or barriers that get the way.
The project manager is willing to mentor and coach employees.
The supervisor demonstrates a service-oriented mindset by asking, "Where can I help?" when the team faces challenges.
My team leader offers constructive criticism.
Managers visibly support and encourage others.
My supervisor seeks opportunities to be helpful to others.
The team leader seeks out mentorship opportunities to support junior staff or onboard new employees.

Excellence

Excellence is driven by aspiration, continuous improvement, and elevated standards. It's not only about meeting expectations, but surpassing them through initiative, personal growth, and thoughtful execution. Individuals who embody excellence are highly engaged in elevating their contributions--often seeking feedback, embracing challenges, and stepping up in demanding situations to ensure high-quality outcomes. Whereas accountability focuses on honoring commitments and owning results, excellence expands that mindset into a pursuit of mastery and impact. It reflects a pride in progress, a hunger to learn, and a dedication to delivering work thatâs not just finishedâbut exceptional.

Team members respond well to instructions and assignments.
My manager models high standards by being the first to step up during difficult circumstances.
Employees at the company set personal goals to raise the standard of excellence within their role.
My manager is personally involved in all aspects of the department.
My team leader models a growth mindset by sharing what they're learning in real time.
Coworkers strive to support team success through personal accountability and proactive effort.
Our supervisor goes above and beyond the call of duty when our team needs extra support.
Coworkers in my department seek feedback to refine outcomes and elevate quality.

Willing to Learn

Willing to Learn reflects a mindset of growth-driven curiosity. It's about engaging with new ideas, seeking input across roles and experiences, and using both success and failure as fuel for improvement. Associates who embody this trait are intellectually open and emotionally curious -- they ask thoughtful questions, adopt new methods, and actively integrate feedback into their work. It's forward-looking and adaptive, promoting innovation through teachability and a hunger to improve, often demonstrated by enthusiasm for shared learning and receptivity to new tools, systems, and workflows.

My manager seeks input from others before making decisions, acknowledging the value of diverse perspectives.
Supervisors show genuine curiosity in learning new tools, systems, or workflows.
In our department, there is curiosity in learning new tools or techniques to improve work outcomes.
Employees in my department are teachable and curious, tending to foster innovation.
I try to seek to learn from everyone and every experience.
Our team views every interaction as an opportunity to grow and refine perspective.
Coworkers engage in continuous learning, drawing lessons from both success and failure.
Associates seek insight from colleagues at all level and backgrounds.
The project lead encourages shared learning by valuing contributions from others, asking thoughtful questions, and integrating feedback into practice.

Risk Taking

Risk Taking centers on bold action, intellectual courage, and a willingness to embrace uncertainty for the sake of progress. It encourages team members to contribute unconventional ideas, experiment without fear of imperfection, and take ownership of decisions even when outcomes are uncertain. This behavior champions learning through trial and error, reinforcing confidence, adaptability, and long-term innovation. It's forward-leaning and aspirational -- demonstrating belief in potential over guaranteed success and framing thoughtful risk as essential to advancement.

My manager is self-confident and willing to take risks to advance important projects.
Leaders encourage team members of the potential benefits of taking a bold step, even if success isn't guaranteed.
The company frames smart risk-taking as the best approach to solving problems.
My team stands by decisions when appropriate, demonstrating thoughtful risk-taking and ownership.
Our department encourages innovation by emphasizing that every idea is worth exploring.
Ideas are shared proactively, even when they are unconventional or unfinished.
My manager encourages the team to experiment and learn, reinforcing the idea that setbacks are a natural part of progress.
Our department encourages experimentation and learning from trial and error, rather than fearing imperfection.
The project manager is willing to accept and manage risks that may be necessary to achieve goals.

Respects Time

Respects Time emphasizes discipline, consideration, and shared responsibility for how time is spent. It reflects an appreciation for structure, preparation, and interpersonal awareness -- ensuring that meetings, decisions, and collaborative moments are efficient, focused, and purposeful. Leaders and team members who embody this trait honor time as a resource that belongs to everyone, treating punctuality and preparation as signs of mutual respect.

The team leader recognizes time as a shared resource and manages it responsibly.
Supervisors are considerate of others and demonstrate an awareness of others' time constraints.
My manager respects schedules and avoids unnecessary delays.
The project manager shows appreciation for others' time as a reflection of mutual respect.
Team members understand value of time and do not waste the time of others.
Leaders honor others' time by being prepared and focused.

Humility

Humility is grounded in self-awareness and egoless collaboration. Rather than focusing on personal accolades or authority, employees with this trait elevate others, embrace feedback, and show vulnerability when clarity is needed. It's reflected in how they deflect credit, stay grounded, and promote team value over individual status. Humility reinforces a culture where acknowledgment is broad, hierarchy fades, and relationships remain authentic.

The members of my team do not focus on or well on differences in rank or status.
Leaders at our company elevate the recognition of their teams instead of themselves.
Employees sometimes show vulnerability by asking for help or clarity when needed.
Leadership remains grounded without a need for grandstanding or theatrics to make an impact.
Colleagues keep their egos in check by staying focused on the goal, not personal accolades or authority.
Supervisors reinforce the team's value and shared purpose.
Coworkers in my department demonstrate humility by being willing to embrace new ideas and feedback.
Our manager credits the team for any shared success.

Pride in Others Work

Pride in Others' Work spotlights acknowledgment, recognition, and public appreciation of colleagues' contributions and progress. It's marked by celebrating achievements, giving credit, and expressing confidence in the team's growthâregardless of hierarchy or immediate results. This behavior is more reflective than active, reinforcing shared purpose through visibility, affirmation, and belief in others' potential. Where Helping Others strengthens performance through interpersonal assistance, Pride in Others' Work elevates morale and momentum by honoring the value of each contribution in the broader journey.

Leaders highlight progress and effort, even if outcomes are still emerging.
Our department celebrates the small wins (both personal and team-wide) with visible appreciation and encouragement.
Shares credit broadly during celebrations or presentations, highlighting the contributions of others.
Managers give credit to individuals for their ideas and input, regardless of role or seniority.
The supervisor sees employee development as a journey and expresses confidence in our continued growth.
My supervisor speaks with confidence and clarity about our team's goals and outcomes, reflecting pride in our work.
My team leader celebrates team achievements with genuine enthusiasm, showcasing investment in collective success.
My manager demonstrates pride in the team's work while remaining humble and receptive suggestions for improvements.

Self-Control

Senior executives show restraint in their tone and demeanor.
Managers demonstrate emotional steadiness and optimism even under pressure.
I have a high self-esteem and sense of worth within the organization.