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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

Leaders frame setbacks as temporary and treatable, helping the team stay focused on solutions.
On our team, setbacks are approached with a positive attitude.
My manager focuses on solutions rather than obstacles when facing setbacks.
My coworkers display persistence in pursuing goals despite obstacles and setbacks.
My manager embraces unexpected challenges with a calm, solution-oriented mindset.
The project manager models resilience in the face of adversity.
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.
My manager searches for things that can be learned from mistakes.
Our team reflects on missteps with a focus on building future success
Leaders approach failures as stepping stones toward improvement.
The members of my team maintain optimism by turning mistakes into actionable learning moments.
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 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.

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

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.

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

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.

Associates participate actively in meetings, offering ideas with energy and genuine interest, not just obligation.
Our manager speaks about projects with language that conveys excitement and possibility.
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.
My manager steps into challenging conversations with calm conviction.
Managers use affirming language that emphasize strengths, possibilities, and momentum.
The project manager expresses confidence that the team has the capability to navigate problems successfully.
My team leader expresses belief in the team's ability to overcome obstacles and deliver results.
Managers communicate decisions with steady assurance, helping the team feel secure even when circumstances are uncertain.
The team leader maintains a composed, self-assured presence during high-pressure moments.
Leaders maintain consistency in effort--even when outcomes are uncertain or recognition is delayed.
The supervisor greets ambiguity with curiosity and purpose, rather than hesitation or avoidance.

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.

The supervisor takes ownership for both successes and failures.
The project leader communicates progress and setbacks so others are never left guessing about the status of commitments.
Managers own the impact of their actions and words, taking corrective step when needed.
Our manager addresses the consequences of decisions openly, ensuring transparency.
My department shows initiative in resolving challenges rather than waiting for some intervention.
Colleagues avoid placing blame on others when confronted with problems or mistakes.
Associates follow through on commitments consistently and honor deadlines without needing reminders.
Coworkers in my department hold themselves accountable for their performance and results.
My manager invites honest feedback about performance and uses it to strengthen follow-through and personal responsibility.
My supervisor admits when wrong and demonstrates integrity in actions.
The team leader sets clear personal standards for accountability and models them with a consistent positive attitude.

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

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

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.

The project manager is willing to mentor and coach employees.
My team leader offers constructive criticism.
Managers visibly support and encourage others.
My supervisor checks in regularly with teammates to understand their workload and offer support as needed.
In our department, we work to eliminate unnecessary work or barriers that get the way.
The supervisor demonstrates a service-oriented mindset by asking, "Where can I help?" when the team faces challenges.
Leaders step in to assist during peak periods or tight deadlines, reinforcing a sense of shared responsibility and teamwork.
My supervisor seeks opportunities to be helpful to others.
Supervisors provide thoughtful guidance when colleagues face obstacles, helping them navigate challenges.
The team leader seeks out mentorship opportunities to support junior staff or onboard new employees.
Colleagues share tools, templates, or shortcuts that make others' workload easier, ensuring our team can succeed.

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.

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

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.

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

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.

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

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.
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.
My manager respects schedules and avoids unnecessary delays.
Supervisors are considerate of others and demonstrate an awareness of others' time constraints.

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

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.

My team leader celebrates team achievements with genuine enthusiasm, showcasing investment in collective success.
My supervisor speaks with confidence and clarity about our team's goals and outcomes, reflecting pride in our work.
My manager demonstrates pride in the team's work while remaining humble and receptive suggestions for improvements.
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.
Leaders highlight progress and effort, even if outcomes are still emerging.
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.

Self-Control

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