Questions :

10. Test "Check your leadership skills and knowledge of management" M. Yarmarkt 11. Test "Leadership style" А.А. Zhuravleva

12. Test "Assessment of your leadership style"

13. Test "Diagnostics of the level of self-esteem of the leader's personality"

14. Test "Check what kind of leader you are"

15. Test "Evaluation personal qualities head "

16. Test "Methodology for assessing the empathicity of the leader" A. Mehrabian and N. Epstein

Part 1: (1 - 9 questions)

1. Methodology for determining the style of leadership labor collective

2. Test "Diagnostics professional competence and efficiency among managers of different levels "

3. Test "Assessment of the competitiveness of the company"

4. Methodology "The need for restructuring"

5. Test "Check yourself - your willingness to start your own business" F. Sram

6. Test "Are you able to become a leader"

7. Test "Characteristics" (to assess the business and personal qualities of the leader)

8. Test "Assessment of predisposition to management activities"

9. Methodology for determining the organizational and communicative qualities of L.P. Kalininsky

METHOD No. 1

DEFINITIONS OF LABOR LEADERSHIP STYLE

Diagnostic purpose. Identify several styles of workforce leadership.

Test procedure... The test includes several groups of questions, each of them is subdivided into 3 statements, conventionally designated by the letters a, b and c. In order to answer the questions correctly, you must carefully read the proposed text and choose only one out of three options for answer-statements that best suits the style of leadership in your work collective. Testing can be carried out both by the whole team and by each individual separately. In the first case, the test results will be more convincing, since they will be more devoid of subjectivity.

Stimulus material.

Test text.

1. Your company produces a group of goods that are not used in great demand from buyers. Competitors have developed new technology production of the same goods, which are of high quality, but require additional investment. What will your boss do in this situation?

a) will continue to produce goods that are not in demand among buyers;

b) issue an order on the prompt introduction of new technologies into production;

c) will spend additional funds on the development of its own new technologies, so that the goods are superior in quality to those of competitors.

2. Imagine that you are working in a car factory. One of your employees recently returned from a business trip to attend an auto show. He proposed to modernize one of the car models produced by the plant. Your factory manager:

a) will accept Active participation in the development of a new idea, will make every effort to quickly introduce it into production;

c) give the order on the development of a new idea to the relevant personnel;

c) before introducing this innovation into production, your manager will convene a collegiate meeting, at which a general decision will be made on the feasibility of upgrading your car.

3. At a collegial meeting, one of the employees suggested the most rational solution to one of the problems that have arisen in your work collective. However, this decision completely contradicts the proposal that your supervisor made before. In this situation, he:

a) will support a rational solution proposed by the employee;

c) will defend his point of view;

(c) Conduct a survey of employees to help reach a consensus.

4. Your team has done a lot of hard work that did not bring you the desired success (profit). Your supervisor:

a) asks to redo all the work by attracting new, more qualified personnel;

c) discuss the current problem with employees in order to find out the reasons for the failure, in order to avoid them in the future;

c) will try to find those responsible for the failure (not coping with the work) employees.

5. A journalist who works for a popular newspaper has come to your organization. If you were asked to list the valuable qualities of your leader, which of them would you name first:

a) qualification, exactingness;

c) awareness of all the difficulties that arise in the enterprise; the ability to quickly make the right decision;

c) equal treatment of all employees, the ability to compromise.

6. One of the employees made a minor mistake in his work, but it will take a lot of time to fix it. What do you think your manager will do in this situation?

a) make a remark to this employee in the presence of his colleagues, in order to prevent such mistakes in the future;

c) make a remark in private, without attracting the attention of other employees;

c) will not attach much importance to this event.

7. A position has been vacated at your company. Several employees of the enterprise apply for it at once. Your manager's actions:

a) prefers that a worthy candidate be chosen by collective voting;

c) he will be appointed by the head himself;

c) before appointing a person to this position, the manager will only consult with some members of the team.

8. Is it customary in your team to show personal initiative in resolving an issue that is not directly related to the activities of the entire enterprise?

a) all decisions are made only by the head of the enterprise;

c) personal initiative of employees is encouraged in our company;

c) making an independent decision, before starting to act, an employee of the enterprise must necessarily consult with the manager.

9. In general, evaluating the activities of your leader, you can say that he ...

a) completely absorbed in the problems that arise in your production, so that even in his free time he thinks about their reasonable solution. He is as demanding of others as he is of himself;

c) refers to those managers who believe that for fruitful work in a team, there must be even employees between employees, democratic relations;

c) your manager does not take an active part in the management of the enterprise, always acts according to a certain scheme, does not seek to improve in areas little known to him.

10. The manager invited you and other employees to the anniversary. Usually, in an informal setting, he:

a) speaks with employees only about work, about plans to expand production, increase the number of working personnel, etc., while it is he who sets the main tone of the conversation;

c) prefers to remain in the shadows in order to provide an opportunity for interlocutors, colleagues at work, to express their point of view on an issue of interest to them, to tell an entertaining episode from their life;

c) takes an active part in the conversation, without imposing his opinion on other interlocutors, without defending the point of view that is opposite to all other participants in the conversation.

11. The manager asked you to quickly complete the work you started recently, which will take you additional time, your actions:

a) immediately proceed with its implementation as soon as possible, because you do not want to appear as a non-executive employee and value the opinion that your manager has about you;

c) do this work, but a little later, since the boss will first of all assess the quality of its performance;

c) you will try to meet the deadlines suggested by the manager, but do not guarantee the high quality of its implementation. The main thing in our team is to complete the work at the scheduled time.

12. Imagine that your manager's office is temporarily occupied (it is being renovated), so he will have to work in your office for several days. How will you feel at the same time?

a) you will constantly be nervous, fearful, afraid to make any mistake in his presence.

c) you will be very happy about this, as this is an extra opportunity to exchange experience with an experienced, interesting person;

c) the presence of a supervisor will not affect your work in any way.

13. You returned from refresher courses, learned a lot of useful and valuable for your further work... The supervisor gave you a small assignment, and you used the knowledge acquired during the course to carry it out. What do you think will be the actions of your leadership?

Appointment. Identifying the presence and degree of development of managerial and leadership

qualities of a leader. Can be used in a "battery" of tests, especially

effectively - together with sociometry. It is advisable to apply when solving

the following tasks: selection and placement of personnel; psychological compatibility

employees; optimization of the socio-psychological climate in the team, etc.

Determination of the style of personnel management (adapted version of the expert

methods of V.P. Zakharov)

Appointment. The methodology consists of 16 groups of statements reflecting various

aspects of interaction between managers and teams. The technique is aimed at

definition of management style. The testing procedure is contained in the instructions.

Instruction. The questionnaire contains 16 groups of statements characterizing the qualities

manager as a leader. Each group has three statements,

marked with the letters A, B, C. You should carefully read all three

approval in each group and choose one that is in the largest

degree corresponds to your idea of ​​the researched leader.

Mark the selected statement with a "+" under the appropriate letter.

If you are evaluating two or more executives at the same time, compare

them according to the three statements given, choosing one of the statements,

characterizing each leader (or one statement characterizing

two or more executives) and note your opinion of each of the different

signs: "+", "!", "1", etc.

Questionnaire

A B C 1. Superiors require that all cases be reported

only to him. He tries to solve everything together with his subordinates, but personally decides only

the most urgent and operational questions. Some important cases are being resolved

in fact, without the participation of the manager, other employees perform his functions. 2.

He always gives orders, orders, demands, but never asks.

Orders so that you want to do it. Doesn't know how to order. 3. Tries,

that his deputies are qualified specialists. To the manager

it does not matter who works for him as his deputy, assistant. He is seeking

trouble-free execution and subordination of deputies,

ASSISTANTS. 4. He is only interested in the performance of official duties, and not

the attitude of people to each other. Not interested in the service, approaches the matter

formally. Solving official tasks, he tries to create good relations between

employees in the team. 5. He is probably conservative, because he is afraid of the new.

The initiative of subordinates is not accepted by the manager, Contributes to the

subordinates worked independently. 6. To criticism from a superior leader

usually does not take offense, listens to her. Doesn't like to be criticized and doesn't

trying to hide it. He listens to criticism, is even going to take action, but

does nothing. A B C 7. One gets the impression that the manager is afraid

be responsible for your actions. Responsibility is distributed among themselves and

subordinates. The manager alone makes decisions or cancels them. eight.

Consults regularly with subordinates, especially experienced workers.

Subordinates not only advise, but can also give instructions to their leader.

He does not allow his subordinates to advise him, let alone object. nine.

Usually consults with deputies and subordinate managers, but not with the rank and file

subordinates. Regularly communicates with subordinates, talks about the state of affairs in

the team, about the difficulties to be overcome. For execution

any work he often has to persuade his subordinates. ten.

He always addresses his subordinates politely, kindly. B addressing

subordinates are often indifferent. In relation to subordinates, it happens

tactless and even rude. 11. In critical situations, the manager is bad

copes with their duties. In critical situations, a manager like

as a rule, moves to more stringent management methods. Critical situations are not

change his management style. 12. He decides on his own even those issues with which he is not

very familiar. If he doesn't know something, he is not afraid to show it,

seeks help from others. He cannot act on his own, but waits

"Pushing" from the side, instructions from above. 13. Perhaps he is not very

demanding person. He is demanding, but at the same time fair. 0 it

we can say that he is too strict, picky. 14. Controlling

results, always notices positive side, praises the staff. Is always

strictly controls the work of subordinates and the team as a whole. Controls

work from time to time. 15. The manager knows how to maintain discipline and order.

Often makes comments to subordinates, punishes them. Cannot influence

state of discipline. 1 6. In the presence of the manager, the staff is always

in suspense. It is interesting to work with a leader. Subordinates provided

to themselves. Answer form

A b c 5. a b c 11. a b c 15. a b c

2.a b c 6.a b c 12.a b c 16.a b c

3.a b c 7.a b c 13.a b c

4.a b c 8.a b c 14.a b c

Processing and interpretation of results

It is carried out based on the comparison of data in the form of answers with a key. By

dominance of matching answers corresponding to a particular style

manuals, an indication of the presence of a leading or mixed style is made

manuals.

No. a 6 I No. a b c 1 A D L 9 A D L 2 A D L 10 D L A 3 D L A 11 L A D 4 A L D

12 A D L 5 L A D 13 L D A 6 D A L 14 D A L 7 L D A 15 D A L a D L A 16 A D

estimates. Lust for power, self-confidence, tendency to be tough

formal discipline, great distance with subordinates. Reluctance to admit

own mistakes. Disregard for the initiative and creative activity of subordinates.

Individual decision making. Control over the actions of subordinates.

Liberal style (passive non-interference) ~ L. Condescension to

subordinates. Lack of exactingness and strict discipline, control,

liberality, familiarity with subordinates. Tendency to shift

responsibility in making decisions.

Democratic (collegial) style (D). Demanding and control

are combined with initiative and creative approach to the performance of official

responsibilities and conscientious observance of discipline. Aspirations to delegate

authority and share responsibility, democratic decision-making.

Texts of books on the site not posted and are not available for reading or downloading.
Only the contents of the book and links to online versions of the relevant test methods are provided.
Online versions of tests are not necessarily based on the text of this particular book and may differ from the printed version.

D. Ya. Raigorodsky ... Personnel psychodiagnostics Techniques and tests M .: Bakhrakh-M, 2007, ISBN 5-94648-053-7, 978-5-94648-053-6 A person with all his qualities is the most important element of the diagnostic model of personnel management. Personality in the context of personnel management refers to the characteristic way of thinking and behaving in the environment of a functioning organization. This characteristic includes character traits, personal values, motives, emotional excitability. The decisions and behavior of the individual are determined not only by rational, but also by emotional factors, the person acts in accordance with his internal inclinations, but also in accordance with the external environment. How to identify these characteristics of an employee, how to determine where to use his best qualities? All this is contained in the proposed book.

Leadership and leadership

Test "Check yourself - your willingness to start your own business" F. Sram

Test "Are you able to become a leader"

Leadership Ability Test R.S. Nemova

Test "Bipolar assessment of leadership abilities"

Test "Characteristics" (to assess the business and personal qualities of the leader)

Test "Assessment of predisposition to management activities"

Methodology for determining the organizational and communicative qualities of L. P. Kalininsky

Leadership effectiveness test P. C. Nemova

Test "Check your qualities as a leader and knowledge of management" M. Yarmarkt

Test "Revealing the orientation of the leader to people or to a task"

Leadership style test by A. A. Zhuravlev

Methodology for determining the style of leadership of the work collective of V.P. Zakharov and A.L. Zhuravlev

Lead or Do Test

Test "Assess your leadership style"

Test "Diagnostics of the level of self-esteem of the leader's personality"

Test "Check what kind of leader you are"

Test "Assessment of personal qualities of the leader"

Test for the leader "Your service temperament"

Ineffective Leader Test

Test "Potential Entrepreneur" R. Hizrich and M. Peters

Test "Your style of working with documents"

Test "Administrator or Leader" S. Zharikov

Leader or Administrator Test

Test "Captain or Private"

Test "You and your company" I. V. Linein

Test "Polar profiles of the study of subordinates"

Test "Determining the need for organizational development of the enterprise"

Test "Industrial situations"

Test questionnaire "Enterprise productivity"

Test questionnaire "Tasks of the manager"

Test "Your leadership style"

Self-Assessment of Management Style Test

Integral test "Assessment of your personal limitations" by M. Woodcock and D. Francis

How do you conduct meetings test

Test "Do you own the audience"

Test "How do you deal with delegation of authority"

Test "Woman Leader and Career"

Methodology "Identification and analysis of professionally important qualities of specialists of the system" Man - technology ""

Methods for studying the professionally important qualities of the personnel of the system "Man - machine - sign system"

Test "Vector of your activity"

Test "Determination of business and communication preferences in the orientation of the personality"

Test "Self-assessment" N. M. Peisakhov

Test "Do you know how to quickly adapt?" A. Assinger

Business or businesslike test?

Test "Consumer or Creator?"

Test "Conservative or Radical?"

Test "Sail or weather vane?"

Test "Are you an organized person?"

Test "Master or Slave?"

Test "Can you succeed?"

Methodology for self-assessment of business and personal qualities of a manager

Test "Do you like risk?"

Test "How do you handle business?"

Test "You and technical progress"

Test "Are you active enough?"

Test "Are you decisive" (1)

Test "Are you decisive" (2)

Determination test

Self Confidence Test

Will and Attention Test

Penetration test

Test "Do you have a strong character?" V. Roschakhovsky

Methodology "Revealing the style of self-regulation of activity" G. S. Prygin

Sachs and Sydney's Unfinished Sentence Method

Test method "Determination of the degree of suggestibility"

Experimental psychological method for studying frustration reactions by S. Rosenzweig

Picturesque test " Business situations"N. G. Khitrova

Personality motivation and career

Test "Level of aspiration"

Test "Hierarchy of personality needs according to A. Maslow"

Test "Identifying the needs of individuals and identifying the motivational layers in the organization"

Methodology "Value orientations" M. Rokich

Test "Diagnostics of the structure of life values"

Test "Define your value system"

Test "Awareness of life goals"

Self-realization test

Test "What do people want to get out of their work?"

Test "Influence on position and personal motivation"

Test "Determination of motivation at work"

Test "Diagnostics of the motivational structure of personality"

Job Satisfaction Assessment Test

Test "Diagnostics of the motivational-need sphere using personality questionnaires" A. Jackson

Test "Determination of motives for achievement"

Test "Your paths to completing a career"

Success test

Test "Your Business Prospects"

Test "Your Ambition"

Test "Do you hold on tight to your job?"

Test "Bummer or hard worker?"

Test "Do you consider yourself a valuable worker?"

Test "Are you suitable for your job?"

Test "Are you satisfied with your job"

Test "Your success at work"

Personality and group

Test "Diagnostics of the value-oriented unity (COU) of the organization"

Test "Perception of a group by an individual"

Test "Do you give in to someone else's opinion?" (conformity of behavior)

Express-method for the study of the socio-psychological climate in the work collective of O.S. Mikhalyuk and A. Yu. Shalyto

Test "Determination of the psychological climate in the organization"

Methodology for assessing the psychological atmosphere in the team of A.F. Fidper

Test "I" or "we?" (are you able to work in a closely cooperating group)

Test "Service relations: do you know the" rules of the game "?"

Test "Determining the Business Roles of Members of the Organization"

Test "How ethical is your behavior at work?"

Business Ethics Test

Test "What type of employee-organization relationship do you prefer?"

Pulsar test (quality of your organization) L. G. Pochebut

Test "Research of preferences in teamwork"

Test "Manager and Communication"

Test "Knowledge of ways of communication"

Questionnaire "KSK" (social and communicative competence)

Diagnostics of the leading state "I" in managerial communication

Interpersonal Style Assessment Test

Test 1 "Can you listen?"

Test 2 "Can you listen?"

Test "Your communication style"

Test "How do you feel about criticism?"

Test 1 "Ability to listen"

Test 2 "Ability to listen"

Test "Ability to speak and listen" V. McLean

Test "Check yourself, can you listen?"

Test "Do you know how to listen to the truth?"

Personality and conflicts

Conflict Personality Test

Test "Assessment of the level of personality conflict"

Test Method "Are you predisposed to conflicts?"

Test "What is your style of conflict resolution?"

Test "How do you act in a conflict?"

Personality and stress

Test "Can you work in a stressful environment?"

Test "Degree of tension"

Test "What state are you in?"

Test "Stressors"

Diligence Stress Test

Human stress tolerance test

Test "Self-assessment of personality stress resistance"

Methodology "Self-assessment of the relevance of a stressful state"

Methodology "Personal profile of the crisis"

Methodology "How do you feel about your own health?"

Methodology "What is your stress tolerance?"

Methodology "Do you lead healthy image life and do you know how to work productively? "

Test "The degree of your exposure to stress"

Express diagnostics of personality

Test "House - tree - person" by D. Buk

Expert assessment of personality

Test "Expert assessment of personal and business qualities»

Cognitive style questionnaire

Test "Personality questionnaire"

Test "Manager and individual check"

Test "Manager and Human Relations"

Test "Analysis of opportunities in obtaining support for the organization in making changes in it"

Manager and Transformation Test

April 6, 2012 Private consultant

Diagnostics of professional knowledge, skills and abilities

Hopefully, it is not necessary to say that conducting a written test significantly improves the quality of the assessment of applicants, the assessment of the professional qualities of a specialist, and ultimately makes the job of a recruiter easier.

After we have convinced ourselves that we need to test the level of professional knowledge, skills and abilities by means of a written test on test questions / assignments drawn up according to a standard form (in special literature this is often called an "exam"), we proceed to the creation of these very standard forms.

Most likely, you will have to involve the company's specialists and re-read a certain amount of special literature. Or to be sophisticated and come up with an additional questionnaire that will help collect the necessary technical information from the applicants themselves.

In the "Diagnostics" section you can see a couple of questionnaires that were used some time ago in Moscow firms.

When viewing, please remember that "direct transfer" of materials posted on the site can give a negative result. For each specific company and for each specific vacancy, their own questionnaires and test tasks should be developed.

Assessment of the business qualities of a specialist.

So, what qualities are called "business". Different manuals offer different lists of "business qualities", so after looking at a few I chose something "average".

So, BUSINESS QUALITIES: authoritarianism, speed of decision-making, flexibility in dealing with people, literacy, efficiency, democracy, discipline, conscientiousness, initiative, awareness, diligence, communication skills, competence, perseverance, organization, responsibility, orderliness, enterprise, decisiveness, independence, composure, exactingness , hard work, the ability to see the perspective, the ability to listen to people, dedication, honesty, breadth of outlook, energy.

Those who wish can immediately replenish their resumes with suitable qualities :) But, do not forget for each of them to come up with a reliable story or event in which this particular quality helped you best.

The assessment of the business qualities of specialists can be carried out in different ways. The interviewer's intuition and experience will play an important role in making the final decision.

BIOGRAPHY ANALYSIS... No interview is complete without this. Analyzing the material provided, one can judge the conditions in which a given personality was formed, understand whether the "social step" that has been reached this candidate, a consequence of the application of their own efforts or a fortunate coincidence.

The personality of a person is laid in early age... You can "directly" influence a person until about 7 years of age. And then a person lives at the expense of the "rules and norms" learned in childhood. And "education" does not lend itself :) professional level- Yes. Learning new sciences - yes. But the basic personality traits, some of which are considered "business", do not change under anybody's influence. Except for that rare case when a person "decided to become different" and deliberately begins to develop certain qualities in himself. So focus on childhood and adolescence, focus on behavior patterns in past jobs. These qualities will not change. And, the newly arrived employee, most likely, will act according to a long-learned pattern.

Of course, it is important to immediately assess which set of qualities is most important in this particular vacancy - is it necessary to strive for independent activity, active manifestation of social activity, leadership skills.

High competition in the labor market often leads to the fact that the applicant - "leader and generator of ideas" will be ready to go to the most routine work that requires only performing skills. He may be very good and very intellectual, but have pity on him, your company and yourself in the end: from such a choice, most likely, nothing will remain except dissatisfaction with oneself and others.

So, analyze your biographical data. The more information you get about the "past life", the more accurate the assessment of the applicant will be. But do not forget about the "legal limits of interference with privacy" - leave the candidate the option not to answer "uncomfortable questions". Spend a little time figuring out your rights in asking questions - you can scroll legislative framework, and it is possible in a shorter way, for example, here: Petrukhin I.L. Personal secrets (person and power). Moscow: IGP RAS, 1998.

To assess business qualities, you can use various kinds Questionnaires... In this part, there are many intersections with the diagnosis of individual - psychological and personal qualities, so we will talk about questionnaires next time. You can offer to solve a small problem or a "set" of problems. From what is at hand, there is only one example.

"You are the head of a department in small firm... An employee comes up to you and says: "I don't want to work with Ivanov." How should you react to this.
1. "So what?"
2. "You won't go anywhere, you will still get bored."
3. "This is stupid of you."
4. "Why?"
5. "I think you're wrong."
6. Suggest your version of the question or actions for the most correct exit out of this situation. "

GROUP SELECTION METHODS- these methods can be used when there is an opportunity to bring several candidates together: group discussions, business games, problem solving exercises and case studies. Of course, when preparing this kind of method, you need to very clearly define the criteria that will determine the advantage of some candidates over others. It is in group interaction that the "business qualities" of a person are best assessed.

And, of course, we must not forget about " expert assessments", or to put it more simply - collect RECOMMENDATIONS for this candidate.

Assessment of individual - psychological and personal qualities.

INDIVIDUALLY - PSYCHOLOGICAL AND PERSONAL QUALITIES: level of intellectual development, motivational orientation, emotional and neuropsychic stability, peculiarities of attention, memory, thinking, peculiarities of communication and interpersonal behavior.

Condition "number of times". Codenamed "Cutting Out All That Is": You never need to evaluate all of these qualities. For each position and profession, a list of qualities is drawn up (remember also job description, job description, professiogram :)

Condition number two. The code name "For one beaten two not beaten": let a professional psychologist be present. Otherwise, in the answers of the subject, one can see such-oh-oh-oh-oh-e, which we will remember for a long time later in nightmares. :)

Condition number three. Code name "Oh, give, give me freedom": be sophisticated and give the subject the opportunity to carry out your task in a relaxed atmosphere - without the telephone calls accompanying him thinking, sneaking past company employees and clients.

It is not too difficult to choose methods - now a huge amount of literature on this topic is being published. In addition, more and more specialized programs appear, in which most of the techniques necessary for diagnostics are initially incorporated.

But after thinking about the applicants exhausted by the abundance of tests (as recently as today, one of them complained about the four-hour testing), I decided not to include a detailed scheme for applying the methods in the mailing list.

Of all the abundance of methods and methods for assessing applicants, diagnostics of individual - psychological and personal qualities is not my favorite pastime (here it is - the real reason for the absence detailed information about tests :). At the very beginning of my work, I tried to "do everything according to the rules" and with inexplicable pleasure loaded the candidates with a mass of tests to assess certain qualities. But, over time, I learned (or rather, I hope that I learned) to evaluate in principle important qualities in the process of interviewing and diagnosing professional and assessing business qualities. Therefore, if I use tests, then for the "opposite" purposes - when you need to prepare the applicant for a successful interview. But, this is a completely different story.

The methodology consists of 16 groups of statements reflecting various aspects of interaction between managers and teams. The technique is aimed at determining management style... The testing procedure is contained in the instructions.

Test instructions

The questionnaire contains 16 groups of statements characterizing the qualities of a manager as a leader. Each group consists of three statements, designated by the letters A, B, C. You should carefully read all three statements in each group and choose one that most closely matches your idea of ​​the leader under study. Mark the selected statement with a "+" under the appropriate letter.

If you are evaluating two or more leaders at the same time, compare them for the three statements given, choosing one of the statements characterizing each leader (or one statement characterizing two or more managers) and mark your opinion about each with different signs: "+", " ! "," 1 ", etc.

Test Material

A	B	V
1. The superiors require that all cases be reported only to him.	He tries to solve everything together with his subordinates, and personally solves only the most urgent and operational issues.	Some important cases are actually resolved without the participation of the manager, his functions are performed by other employees.
2. Always orders, orders, demands, but never asks.	Orders so that you want to do it.	Doesn't know how to order.
3. He tries to ensure that his deputies are qualified specialists.	The manager does not care who works as his deputy, assistant.	He achieves trouble-free execution and submission from deputies, assistants.
4. He is only interested in the performance of official duties, and not in the attitude of people to each other.	He is not interested in the service, he approaches the matter formally.	Solving office tasks, he tries to create good relations between employees in the team.
5. He is probably conservative, because he is afraid of the new.	The manager does not accept the initiative of subordinates.	Encourages subordinates to work independently.
6. He usually does not take offense at criticism of a superior leader, he listens to it.	He does not like to be criticized, and does not try to hide it.	He listens to criticism, even intends to take action, but does nothing.
7. One gets the impression that the manager is afraid to take responsibility for his actions.	Distributes responsibility between himself and his subordinates.	The manager alone makes decisions or cancels them.
8. Consults regularly with subordinates, especially experienced workers.	Subordinates not only advise, but can also give instructions to their leader.	He does not allow his subordinates to advise him, let alone object.
9. Usually consults with deputies and subordinate managers, but not with rank-and-file subordinates.	Regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties that have to be overcome.	To perform any work, he often has to persuade his subordinates.
10. Always addresses subordinates politely, kindly.	In dealing with subordinates, he often shows indifference.	In relation to subordinates, it can be tactless and even rude.
11. In critical situations, the manager does not cope well with his duties.	In critical situations, the manager, as a rule, turns to more stringent management methods.	Critical situations do not change his management style.
12. He decides on his own even those issues with which he is not very familiar.	If he does not know something, he is not afraid to show it, he turns to others for help.	He cannot act on his own, but waits for "nudges" from the outside, instructions from above.
13. Perhaps he is not a very demanding person.	He is demanding, but at the same time fair.	We can say about him that he is too strict, picky.
14. Controlling the results, he always notices the positive side, praises the staff.	Always strictly controls the work of subordinates and the team as a whole.	Supervises the work from case to case.
15. The manager knows how to maintain discipline and order.	Often makes comments to subordinates, punishes them.	Cannot influence the state of discipline.
16. In the presence of the manager, the staff is always in tension.	It is interesting to work with a leader.	Subordinates are left to their own devices.

The key to the test

№	a	b	v	№	a	b	v
1	A	D	L	9	A	D	L
2	A	D	L	10	D	L	A
3	D	L	A	11	L	A	D
4	A	L	D	12	A	D	L
5	L	A	D	13	L	D	A
6	D	A	L	14	D	A	L
7	L	D	A	15	D	A	L
8	D	L	A	16	A	D	L

Processing and interpretation of test results

It is carried out based on the comparison of data in the form of answers with a key. By the dominance of overlapping answers corresponding to a particular leadership style, a conclusion is made about the presence of a leader or a mixed leadership style.

Authoritarian(directive) style (A). Orientation to their own opinions and assessments. Striving for power, self-confidence, a tendency to strict formal discipline, a great distance from subordinates. Unwillingness to admit your mistakes. Disregard for the initiative and creative activity of subordinates. Individual decision making. Control over the actions of subordinates.

Liberal style (passive non-interference) - L. Condescension to subordinates. Lack of exactingness and strict discipline, control, liberality, familiarity with subordinates. The tendency to shift responsibility in decision making.

Democratic(collegiate) style (D). Demanding and control are combined with initiative and creativity in the performance of official duties and conscientious observance of discipline. Striving to delegate authority and share responsibility, democratic decision-making.