HR-Survey > Employee Opinion > Dimensions

Survey Questions: Leadership

Definition: Leadership is the ability to inspire a shared vision, set high expectations, and coordinate efforts that empower individuals and teams to achieve meaningful goals with integrity, clarity, and accountability. Effective leaders influence behavior through persuasion, emotional intelligence, and transparent communication, fostering trust, resilience, and pride in the organization. They lead by example, encourage initiative, and create a culture of continuous improvement through coaching, feedback, and recognition. By organizing resources, managing time, and making courageous, ethical decisions, leaders align people and strategy to drive lasting impact across the company.

Person Skills

Adaptability
Flexibility
Change
Resourcefulness
Initiative
Career Development
Training
Commitment
Engagement
Pride/Loyalty
Professionalism
Respect for Others
Teamwork
Leadership
Supervisor
Supervision
Work/Life
Stress

Questionnaires Measuring Leadership:
Example 1 (5-point scale; numbers; NA)
Example 2 (7-point scale; radio buttons)
Example 3 (4-point scale; radio buttons)
Example 4 (5-point scale; radio buttons)
Example 5 (5-point scale; words)
Example 6 (Pulse Survey)
Example 7 (5-point scale; item comments)
Example 8 (3-point scale; words; N/A)
Example 9 (4-point scale; numbers)
Example 10 (Comment boxes only)
Example 11 (Single rating per dimension)
Example 12 (Slide-bar scale)

Effective Leadership

Effective Leadership within the Leadership dimension emphasizes the ability to guide teams toward tangible outcomes through competence, clarity, and execution. It reflects a leaderâs capacity to implement ideas, improve work quality, and enhance team productivity. This competency is demonstrated through actions that maximize team effort, navigate critical situations with courage, and consistently deliver results. Effective leaders are recognized for their talent, reliability, and ability to elevate both individual and collective performance. Their strength lies in operational excellence--ensuring that goals are met, standards are upheld, and teams are well-supported in achieving success.

Leadership is able to implement ideas and suggestions.
The team leader enhances the quality and productivity of the team.
My manager is a leader within the department.
Supervisors have effective leadership talent and skills.
The project manager improves work quality for the team.
My supervisor is highly effective.
Our department has a highly effective supervisor.
The project manager is effective in leading others.
My manager demonstrates leadership and courage in critical situations.
Our manager demonstrates effective leadership talent and skills.
Senior executives provide good leadership to the organization.
Leaders in our department maximize the efforts of all team members.

Influential

Influential focuses on a leader's ability to shape attitudes, behaviors, and strategic direction through persuasion, inspiration, and relational impact. It reflects how leaders build commitment, foster morale, and guide others toward shared goals without relying on authority or control. This competency is evident when leaders influence decisions beyond their immediate scope, encourage innovation, and align others with broader organizational priorities. Influential leaders excel at creating buy-in, shifting perspectives, and motivating change. Their strength lies in their ability to move people--not just tasksâby connecting emotionally, strategically, and culturally across the organization.

The Leadership promotes team morale and builds organizational commitment
My team influences the work of employees throughout the department.
My supervisor leverages credibility and expertise to influence decisions and outcomes.
Supervisors use influence to shift team behavior gradually, reinforcing desired outcomes through recognition and feedback.Ã
My manager influences the department.
My manager uses persuasion and influence instead of micromanaging employees.
My supervisor can influence and persuade others to a course of action.
My department influences the decisions made at the company.
My manager is able to influence others.
The project leader influences the organization.
My manager influences decision-makers by presenting data and insights that support their recommendations.
My manager has an influence on the company's strategic direction.
The project manager is a positive influence on others.
Managers are able to influence others in a way that results in acceptance, agreement, or behavior change.
My manager influences others on his/her team to reach goals, improve performance, and try new things
The Leadership sets the direction for the Company.

Persuasion

The manager presents ideas in ways that resonate with different stakeholders, adapting language and framing to meet their perspectives.
The team leader gains commitment by persuasion.
My manager uses persuasion to inspire action.
The manager secures cross-functional support by connecting project goals to broader organizational outcomes.
Our department builds coalitions and alliances across teams to gain support for initiatives.
My department encourages team members to step outside their comfort zones to achieve more.
The manager builds credibility over time, making it easier to influence decisions without relying on authority.
The project manager can persuade other peers and team members.
Supervisors anticipate objections and addresses concerns with empathy and clarity, helping others shift their mindset.
My supervisor encourages others to question certain procedures which they may not understand and to communicate what they need.
The project manager builds compelling arguments using data, logic, and examples that resonate with the team.
My manager is able to persuade others to act.

Inspires

Inspires reflects a leader's capacity to evoke pride, purpose, and emotional engagement in others. Inspirational leadership is less about convincing and more about energizing--creating a sense of shared identity, mission, and optimism. These leaders cultivate team spirit, reinforce core values, and foster a culture where employees feel proud to contribute. They lead by example, project confidence during adversity, and communicate in ways that elevate morale and deepen organizational commitment. Inspiration ignites intrinsic motivation and a sense of belonging that transcends task execution.

The Leadership fosters organizational commitment, team spirit, and pride in working for the Company.
Our team incorporates the company philosophy, mission statement, and core values into daily branch life so that co-workers accept them as more than just written documents
The project lead inspires a shared culture by keeping employees informed and working together.
My manager inspires confidence by demonstrating conviction, authenticity, and passion for ideas.
Our manager signals commitment to critical processes.
The supervisor projects a "can-do" attitude when interfacing with peers, subordinates and customers(especially during difficult and challenging times).
My manager gives inspiring presentations or discussions.
My manager inspires a sense of pride and shared ownership.
The supervisor incorporates company philosophy, mission statement, and core values into the department's culture.
The manager leads the team to achieve consensus, solve problems, and accomplish tasks.
The Leadership makes me proud to be an employee of the Company
Leadership fosters organizational commitment and pride in working for CompanyName.

High Expectations

High Expectations within the Leadership dimension emphasizes a leader's commitment to excellence, performance, and continuous improvement. Leaders who embody this trait set ambitious goals, demand exceptional work, and foster a culture where above-average effort is the norm. They recruit top talent, expect full participation, and drive teams to exceed standards through accountability and motivation. This competency is about pushing boundariesâleaders challenge their teams to rise to the occasion, embrace stretch goals, and pursue mastery. It reflects a results-oriented mindset where quality, rigor, and achievement are central to leadership effectiveness

My department holds employees responsible for anticipating challenges and preparing accordingly.
Our department does not settle for mediocrity and quickly addresses underperformance.
Leaders challenge employees to exceed goals, not just meet them.
My manager believes each employee has the potential to excel and expects them to pursue it.
Staff are expected to work above average.
Our team maintains high expectations for performance.
My manager expects employees to represent the organization with excellence at all times.
The team leader holds team members accountable for delivering results on time and at a high standard.
The company promotes a culture where everyone is expected to raise the bar.
Our department demands attention to detail and precision in all work.
My manager is totally committed to having the team do the best job possible.
Our manager only accepts exceptional work.
My project manager expects participation by all team members.
The project lead expects employees to proactively identify problems and propose solutions.
Leaders expect employees to support each other in achieving excellence.
My division selects the best and brightest people from inside or outside the company.
The supervisor expects employees to achieve above average performance.
My Supervisor ensures that others support the position of leadership.
The Leadership is focused on process improvement.

Integrity and Ethics

Integrity and Ethics centers on a leader's moral compass, trustworthiness, and consistency in values-driven behavior. These leaders uphold confidentiality, honor commitments, and act as role models of principled conduct. Integrity-based leadership builds psychological safety and long-term credibility--employees feel secure knowing their leaders are honest, fair, and guided by ethical standards. This competency is less about performance and more about character; it's the foundation for trust, respect, and cohesion within teams. Integrity and ethics ensure that excellence is pursued without compromising values.

The supervisor demonstrates core value behaviors in actions towards others and in work performed.
My manager sticks to their word.
The project leader maintains high standards of honesty and integrity.
Associates never divulge confidential information given by colleagues.
My supervisor would never betray the trust of confidential sources of information.
Senior executives keep all promises.
Leaders are always honest with employees.
Managers maintain high ethical standards.
The company expects employees to uphold the highest standards of ethics and integrity.
My department provides a moral standard of ethical and honest work.
Managers maintain the confidence of others.
My manager follows commitments in dealing with others.
The supervisor avoids getting involved in office politics.
My team upholds ethical standards despite pressure to compromise for short-term gain.
Our manager is a role model for ethics and integrity.
The project lead does what they say they will do.
The project lead is a highly principled leader of strong ethics and integrity.

Leads by Example

Leads by Example within the Leadership dimension emphasizes a leader's role as a visible standard-bearer of conduct, effort, and excellence. These leaders model the behaviors they expect from others--demonstrating integrity, dedication, and professionalism in their daily actions. By embodying the values and work ethic they promote, they inspire trust and admiration, creating a culture where expectations are internalized rather than imposed. This competency is about influence through presence: leaders earn respect not by directive, but by consistently showing what excellence looks like in practice, setting a tone that others naturally follow.

My supervisor sets a positive example admired by others.
The project manager serves as a role model for others.
Our team leader demonstrates hard work and excellence every day.
Our manager sets a positive example.
My manager demonstrates the highest standards of conduct and behavior.
The project manager leads by example.
Our department sets a positive example for others to follow.

Coordinates Efforts

Coordinates Efforts focuses on the operational execution of those goals through alignment, collaboration, and resource management. These leaders ensure that tasks are distributed effectively, roles are clearly defined, and team members are working in concert toward common outcomes. Coordination involves situational leadership, regular check-ins, and leveraging individual strengths to optimize team performance. It's about turning plans into progressâleaders who coordinate efforts create cohesion, manage complexity, and maintain momentum by integrating people, processes, and priorities. While goal-setting defines the "what" and "why," coordination delivers the "how" and "with whom," ensuring that strategic intent becomes collective action.

Leaders foster team cooperation, build trust among team members and create commitment to team goals.
My manager focuses team efforts on meeting the needs of the customers.
Managers are able to align manpower, design work, and allocate tasks to achieve goals.
Managers use situational leadership employing the appropriate leadership style to maximize performance given the situation.
Supervisors consider duty positions, capabilities, and developmental need when assigning tasks.
The supervisor is able to take advantage of the different capabilities and talents of team members.
Managers meet regularly with subordinates to align their work with the goals and objectives of the company.
Managers establish a sense of order and control in the branch; co-workers know their roles.
My manager aligns work of employees to a common goal or objective.
The project leader focuses others on the necessary tasks that need completion.
Leadership aligns the Company to integrate human resources with core business needs.

Sets Goals

Sets Goals within the Leadership dimension highlights a leader's ability to define direction, establish priorities, and articulate clear, measurable objectives. This competency is about vision and clarity--leaders identify both short- and long-term targets, challenge their teams with ambitious assignments, and motivate individuals to pursue shared outcomes. Goal-setting leaders provide structure and purpose, ensuring that everyone understands what success looks like and how their contributions fit into the broader mission. It's a strategic function that lays the foundation for performance, accountability, and growth by translating organizational needs into actionable objectives.

My supervisor leads team to set goals, solve problems, and accomplish tasks.
Our department provides challenging assignments to employees.
My team assigns stretch goals that push employees to perform beyond current capabilities.
Leaders set specific, measurable, and challenging goals.
The team leader expresses clear goals and objectives.
My manager sets clear goals and objectives for subordinates.
Leaders set sort and long-term goals and objectives.
My supervisor motivates others to work together toward common objectives.
Leadership assess the Company to determine organizational development needs.

Empowers

Empowers is about giving people ownership, authority, and confidence so they can lead, innovate, and make decisions independently. It reflects a leader's willingness to trust employees, encourage initiative, support calculated risk-taking, and treat mistakes as learning opportunities. Someone strong in Empowers provides the resources and autonomy employees need, creates stretch opportunities that build capability, and steps back so others can determine how to achieve goals. The emphasis is on developing others through trust and autonomy: enabling people to grow, take responsibility, and succeed on their own terms.

Leadership at the Company encourages initiative and risk taking.
Supervisors explain performance expectations and goals to be reached at the beginning of a project, then let's others decide how to achieve the goal.
The supervisor supports employees in taking on stretch assignments that expand their skills and confidence.
My manager encourages employees to develop their own solutions rather than prescribing answers.
My supervisor empowers others to succeed within their jobs.
My manager provides employees with the authority and resources needed to make decisions within their roles.
Managers place trust in subordinates to succeed.
Managers create opportunities for employees to lead projects, teams, or initiatives to build leadership capacity.
My department encourages calculated risk-taking and treats mistakes as learning opportunities, not failures.
Supervisors encourage creativity and expect innovative contributions from everyone.
Coworkers encourage ownership of results and expect employees to take responsibility for outcomes.
My division empowers others to achieve results and holds them accountable for actions.

Accountability

Our manager accepts responsibility for organizational performance.
Our manager holds others accountable for their actions.
Our manager accepts responsibility for mistakes made.
My manager owns up to mistakes made.
My manager holds team members accountable to commitments made.
My manager holds supervisor and core team members accountable for commitments and assignments
My supervisor holds employees accountable for their actions and consequences of their failures.
Leaders take ownership and accountability for results
The supervisor provides early warning to subordinate leaders of tasks they will be responsible for.
My manager holds core team members and DMs accountable to commitments made.
Leaders take responsibility for and correct poor performance.

Transparency

Transparency within the Leadership dimension emphasizes openness, honesty, and the free flow of information. Transparent leaders share relevant context, explain the rationale behind decisions, and invite open dialogue--even when perspectives differ. This competency fosters trust and psychological safety by ensuring that employees feel informed, respected, and included. Transparency is relational--it's about removing ambiguity not just through facts, but through candor and accessibility. Leaders who practice transparency encourage feedback, challenge assumptions, and create environments where communication is two-way and inclusive.

My manager gives subordinates the reason for tasks.
The project manager expects transparency and encourages peers and subordinates to openly challenge their views or opinions.
Our manager is transparent in all communications.
Leaders keep subordinates informed.
Managers share information with the employees in the department.

Clarity

Clarity focuses on precision, structure, and the effective transmission of expectations and objectives. Leaders who demonstrate clarity articulate goals, define roles, and provide step-by-step guidance to ensure alignment and understanding. This competency is instructional--it's about reducing confusion and enabling action by making direction unmistakably clear. Clarity supports execution by translating strategy into specific, digestible components. Clarity builds momentum through focus--ensuring that everyone knows exactly what to do, why it matters, and how to proceed.

My manager provides clear directions for others to follow.
My manager avoids vague statements; instead, explains what worked and why or what needs improvement and how.
My manager communicates the importance and thought processes, inspiring others to work toward key objectives.
Our manager articulates expectations.
The team leader communicates company, area, and market objectives and inspires others to action.
Supervisors define requirements by issuing clear and concise order or guidance.
My manager insists on clear, professional communication in all contexts.

Communication

Communication is about how leaders exchange information, create clarity, and build shared understanding. It reflects the ability to adapt communication style to different audiences, explain the "why" behind decisions, maintain calm and honesty under stress, and encourage dialogue that surfaces questions and insights. Someone strong in Communication keeps teams aligned, listens actively, shares useful information promptly, and connects daily work to the organization's mission and goals. The emphasis is on clarity, transparency, and two-way dialogue: ensuring people understand expectations, feel heard, and stay aligned with broader objectives.

Managers adjust communication style to fit the needs and learning preferences of the individual.
My manager communicates why something needs to be done or changed and relates current initiatives to company vision and goals.
Managers adapt communication style to different stakeholders to gain buy-in effectively.
My manager encourages dialogue to clarify decision making and inform staff.
Leaders encourage employees to ask questions and engage in dialogue about feedback.
My team leader identifies and shares information that is useful to promote prompt response to business needs.
My manager communicates frequently with entire core team to ensure inter-departmental alignment and collaboration to accomplish objectives.
Managers communicate calmly and honestly with co-workers, customers, and supervisors, even when stressed.
The project manager communicates calmly and honestly even when stressed.
My supervisor listens to employees as they explain their understanding of problems and situations.
Leaders pay attention to and convey understanding of the comment and question of others.
My manager communicates with others how they contribute to and support the company's mission.

Development

Development within the Leadership dimension emphasizes the strategic and systemic cultivation of employee growth, performance, and adaptability. Leaders focused on development assess individual strengths and weaknesses, remove barriers to success, and provide the tools, resources, and feedback necessary for continuous improvement. This competency is broad and organizational--it includes fostering a culture of learning, supporting formal training initiatives, encouraging self-development, and aligning personal growth with evolving business needs. Development-oriented leaders view change as an opportunity, mistakes as learning moments, and performance gaps as solvable challenges. Their goal is to elevate capability across the team and organization over time.

My manager meets the developmental needs of subordinates.
Managers are able to develop average employees into high performing employees.
My manager explains important concepts to the employees.
My manager helps to develop team members
Managers expect continuous learning, skill-building, and professional growth from employees.
My manager encourages self-development for employees at all levels of the organization.
Our manager removes performance barriers by providing necessary systems, information, tools, and resources people need to do their jobs and develop.
The team leader supports company sponsored training and development initiatives.
Supervisors help co-workers/teams understand the vision and priorities of the company, area, and market.
Team members demonstrate commitment to long-term development of self and associates.
The team leader creates an environment that supports learning and development.
Our team provides resources to enable individuals to develop professionally.
Managers use knowledge of individual strengths, weaknesses, and style to facilitate effective learning.
My manager is able to increase the performance of under-performing employees.
The supervisor critiques own performance as a means of self-improvement and initiates self-development activities.
The Leadership is flexible and learns rapidly about changing markets
Leadership recognizes that Change is a permanent condition of the current business climate
Leaders view mistakes as opportunities to learn
The Leadership is willing to change to meet new objectives

Coaches and Mentors

Coaches and Mentors centers on the interpersonal and relational aspects of growth--providing direct guidance, encouragement, and wisdom to help individuals navigate challenges and realize their potential. Coaching involves real-time feedback, skill-building, and performance support, while mentoring adds a longer-term, trust-based relationship that nurtures career development and decision-making. This competency is personal and experiential--leaders invest in one-on-one interactions, foster accountability, and prepare others for future demands. Coaching and mentoring bring professional growth to life through human connection, tailored support, and shared experience.

Managers help employees set clear action steps to improve performance.
My manager coaches the team to document and hold co-workers accountable for assignments and commitments.
My manager encourages mentoring relationships.
Leaders create a supportive learning environment that encourage employees to take risk and try new things.
My manager mentors employees.
Uses feedback sessions as opportunities for coaching and mentoring.
Supervisors provide coaching and guidance when needed but avoid micromanaging.
My manager coaches others and prepares them for current and future business demands.
Managers sit down regularly with employees to review their job performance.
Managers suggest resources, training, or strategies to help employees grow.
My manager mentors others.
My supervisor provides individual coaching for employees as needed.
My supervisor guides and mentors others as they proceed throughout their decision-making process.
My supervisor coaches employees about the significance of the company within our industry.

Gives Feedback

Gives Feedback is about providing clear, timely, and actionable guidance that helps employees understand expectations, improve performance, and stay aligned with organizational goals. Leaders strong in this area give feedback consistently--not just during formal reviews--linking their observations to established standards and observable behaviors. They balance positive reinforcement with constructive critique, deliver feedback impartially, and ensure employees can act on it while situations are still fresh. The emphasis is on clarity, coaching, and continuous improvement: using feedback as an ongoing developmental tool that motivates, informs, and elevates performance.

The supervisor gives feedback promptly so employees can act on it while the situation is still fresh.
Managers provide positive reinforcement and honest feedback to subordinates.
My supervisor provides feedback consistently, not only during formal reviews but throughout projects.
My manager ensures that feedback is an ongoing process rather than a once-a-year event.
Managers frame feedback in a way that supports learning and professional development.
My manager provides accurate, timely, and (where appropriate) positive feedback.
Supervisors embed feedback into the team's regular workflow, making it part of how the group improves together.
Leaders encourage employees to reflect on feedback and take ownership of improvement.
My manager balances positive feedback with constructive criticism to motivate while developing skills.
Managers link feedback to established goals, expectations, and organizational standards.
Supervisors provide feedback that is specific, clear, and tied to observable behaviors.
Managers provide feedback impartially, based on performance and results, not personal bias.
My team leader gives direct, constructive, and actionable feedback.

Open to Feedback

Open to Feedback is about receiving input with humility, curiosity, and genuine willingness to adjust. Leaders strong in this area actively solicit feedback from subordinates, peers, and stakeholders; listen without defensiveness; and incorporate others' ideas into decisions and personal development. They create an environment where feedback flows in all directions, normalize upward and peer-to-peer feedback, and model openness by seeking input themselves. The emphasis is on approachability, learning orientation, and psychological safety: showing that feedback is valued, acted upon, and essential to shared success.

Leaders are open to feedback from multiple perspectives
The supervisor asks employees for their input, suggestions and ideas.
My supervisor encourages peer-to-peer feedback and open communication across the team.
Managers listen actively to employee perspectives during feedback discussions.
The supervisor models openness by also seeking feedback from subordinates.
Leaders value upward feedback from subordinates and peer and solicit it actively.
My team leader encourages and is receptive to working out problems and challenges --- no reluctance from team members to come forward with concerns/issues.
My manager listens for feedback from subordinates.
My supervisor responds to performance feedback, identifying development opportunities (i.e., training) related to current job.
My manager seeks input from employees and incorporates their ideas into decision-making.
The supervisor seeks input and ideas from employees by involving them in decisions.
Our manager keeps an open mind to receiving feedback from others.
My team leader is accessible and approachable to associates.
My manager remains open to suggestions, ideas, and opinions of others.
Leaders create an environment where feedback is normalized and welcomed, not feared.
My manager solicits performance feedback from others.
Leaders listen to and use feedback
The Leadership seeks input from others

Resilience

Supervisors anticipate objections and address concerns in a respectful, solution-focused manner.
My manager is resilient and doesn't show discouragement when facing setbacks.
The department head performs effectively, even under frustrating or challenging work conditions.
Our manager maintains a positive attitude even in the face of adversity.
Coworkers in my department maintain composure, optimism, and effectiveness in the face of setbacks.
My manager has resilience to pick themselves up after a defeat.

Courageous

Courageous is about taking principled action even when it is uncomfortable, risky, or unpopular. Leaders strong in Courageous confront difficult issues head-on, protect team members from unfair treatment, and stand firm when driving necessary change despite resistance. They say "no" to ideas that undermine long-term goals, challenge senior leadership respectfully when decisions conflict with core values, and initiate tough conversations to resolve interpersonal tensions. The emphasis is on moral bravery and decisive action: doing what is right, not what is easy, and modeling the fortitude required to uphold standards, values, and strategic priorities.

Supervisors say "no" to strategies that will detract from the organization's objectives.
My manager stands firm in the face of resistance when driving necessary change.
My team leader is able to say "no" when it is essential to maintaining quality and high standards.
The supervisor encourages team members to take calculated risks and learn from failure.
My team leader voices dissenting opinions in high-stakes meetings, even when unpopular or politically risky.
The supervisor says "no" to goals that will detract from the organization's objectives.
Our manager is able to say "no" when necessary to effectively execute business strategy and meet long-term objectives.
My manager says "no" to ideas that will result in lost time and effort.
Managers protect team members from unjust treatment, even at personal or professional risk.
The project manager challenges senior leadership respectfully when their decisions conflict with core values or long-term goals.
My manager has the moral strength to overcome adversity, fear, and anxiety.
We have the willingness to persevere despite uncertainty.
The project manager initiates difficult conversations to resolve interpersonal tensions rather than avoiding them.
My supervisor has the courage to face difficult issues head on.
My manager demonstrates bravery in addressing challenging matters directly and effectively.

Rewards and Recognition

Rewards and Recognition is about celebrating contributions, reinforcing positive behaviors, and motivating people through appreciation. Leaders strong in this area recognize accomplishments promptly, credit employees for good performance, and use both formal and informal methods to reward initiative, innovation, and customer-focused behaviors. They create systems that highlight excellence, encourage managers to build recognition programs, and find creative ways to acknowledge hard work. The emphasis is on positive reinforcement and cultural uplift: ensuring people feel valued, seen, and motivated to continue performing at a high level.

The project manager recognizes and celebrates accomplishments while addressing areas for growth.
The supervisor credits subordinates for good performance.
My manager celebrates initiative and recognizes employees who take ownership beyond their core responsibilities.
The supervisor is more likely to recognize employees for good performance rather than to criticize them for a performance problem.
My manager rewards individuals who demonstrate initiative (e.g., sets up recognition programs).
Coworkers are rewarded for contributions toward meeting the needs of customers.
Our department recognizes and appreciates the work of associates.
My team leader recognizes and rewards employee contributions to the team effort.
The team leader rewards employees for innovation and calculated risk taking.
My supervisor finds creative ways to reward employees for hard work.
The team leader utilizes recognition, and non-monetary rewards, as well as financial compensation, to reward excellent performance.
My manager recognizes and rewards employees for their accomplishments.
The team leader recognizes individual and team accomplishments and reward them appropriately.
My manager encourages DMs to set up recognition programs to reward individuals who demonstrate initiative and "live out" company values.

Vision

My manager motivates and challenges employees to attain a shared vision.
My manager inspires, encourages, and guides others toward the vision, mission, and goals.
My team leader instills important values and vision within the department employees.
Our manager creates a shared vision that aligns individual motivations with organizational goals.
My manager inspires a shared vision of being the best.
The Leadership is committed to fostering a shared vision.

Manages Meetings and Time

Our team runs efficient and effective meetings with agendas, action items, and accountabilities clearly spelled out
The project manager attends to, and contributes at, meetings.
My manager maintains an agenda of important tasks to complete each day.

Managing Employees

My manager identifies and addresses employee behavioral problems.
My team leader is effective in selecting and retaining high performing employees.
My supervisor has the trust and support of the supervisor and district core teams
My manager expresses pride in the accomplishments of employees or the department.
Supervisors recognize poor performance and address it appropriately.
Leaders promote teamwork
Leaders encourage others to work as a team

Organization and Planning

My supervisor provides structure.
The supervisor volunteers to participate on special projects, teams, or events.
The supervisor helps employees to focus on the tasks that need to be completed.
My manager has their own self-development plan; seeks opportunities for self-development on an ongoing basis.
My manager maintains focus on the current plan even if it means saying "no" to unnecessary, or unrelated, projects.
The project manager establishes methods and procedures for the department.
The project manager is able to get the appropriate resources to support individual or team initiatives.
Managers can organize efforts of other employees.
Managers are effective in organizing others.
Our manager is able to organize the work of others.
The team leader is able to conceptualize, organize, staff and manage a program with results.
My manager allocates as much time as needed for task completion.
My manager uses feedback to modify duties, tasks, requirements, and goals when appropriate.
The Leadership at the Company develops and evaluates different courses of action.

Decision Making

The department head appears to trust own instincts and insights.
Every team member is expected to contribute ideas during discussions and decision-making.
Leaders share information regarding decision making so that others understand the relevant positions.
Our manager gets others to participate in making decisions and in setting goals for project completion without dictating or providing answers.
Our team gathers and analyzes data and develops rationale for decision.
Leaders are able to decline bad ideas to avoid making poor decisions.
My manager assesses current capabilities before committing to new requests.
My manager acts decisively in implementing decisions.
My manager implements decisions and evaluates results.
My manager guides decision-making by coaching, counseling and rewarding.

Goals

My manager implements philosophy/mission-based initiatives within work environment and monitors results.
The project manager is able to stay focused on important goals by saying "no" to less important goals and requests.
My manager sets a high level of performance expectations and challenges others to do the same.
My manager guides individuals toward goal achievement using negotiation, teamwork/collaboration, motivation and staff development skills.
My manager is able to decline a poor goal by proposing alternate goals.
Managers motivate others to reach and exceed organizational goals and objectives.
The Leadership keeps a focus on where the Company needs to go.
The Leadership sets priorities and goals.
The Leadership is focused on achieving business objectives.

The Company

The Leadership helps maximize business results
I feel confident in the Company leadership
The Company leadership is able to achieve goals through effective planning and organization
I feel the organization is going in the "right" direction
The Company leadership knows what they are doing
The Company is effective in developing goals and integrating them into strategies for action

Problem Solving and Decision Making

Leaders identify problems, collect information from various sources, and synthesize that information into effective solutions
The Leadership is able to balance organizational, customer, and employee needs
Leadership exercises good judgment in setting the structure for the organization
Leadership is able to assess the situation accurately and reliably
The Leadership identifies key issues affecting the Company at a global level
The Leadership seeks and incorporates new and relevant information that has an impact on the Company re-organization
Leadership gathers data from a variety of sources for use in strategic planning

Emotional Intelligence

Supervisors gain cooperation, support, and buy-in of others.
My manager demonstrates empathy for the impact of change on people and processes.
Managers take an active interest in the success of others.
My supervisor confronts underperformance or misalignment with candor and compassion.
Leaders suggest methods to reduce stress within work environment.