When a team member expresses a personal challenge that impacts their work, your primary thought is: *

A) "How can I support them and help them navigate this while maintaining productivity?"

B) "I hope this doesn't disrupt our deadlines too much."

C) "This is an excuse; they need to separate their personal life from their work." (4 points)

D) "It's their problem, not mine, as long as the work gets done."

During a team meeting, someone proposes an idea you've already considered and dismissed. Your immediate reaction is to:

A) Acknowledge their contribution and explain why it might not be the best fit at this time, inviting further discussion.

B) Briefly state it's not feasible and move on quickly.

C) Publicly point out the flaws in their idea and why it won't work.

An employee approaches you with a mistake they made. Your initial response leans towards:

A) Understanding the root cause and discussing how to prevent it in the future.

B) Expressing disappointment and emphasizing the negative consequences.

C) Questioning their competence and asking why they weren't more careful.

How often do you find yourself thinking about your employees' career aspirations and development beyond their current role? *

A) Regularly; it's a key part of my role.

B) Occasionally, when performance reviews come around.

C) Rarely; my focus is on their current output.

D) Almost never; that's their responsibility, not mine.

When a project is successful, your primary focus is on: *

A) Recognizing the team's collective effort and individual contributions.

B) Taking credit for your strategic direction and oversight.

C) Attributing success primarily to your own efforts.

D) Highlighting the overall success and moving on to the next task.

You overhear a team member discussing a personal issue with a colleague. Your reaction is to: *

A) Interrupt and remind them to stay focused on work.

B) Feel annoyed that they're not solely focused on work during working hours.

C) Give them space, and if appropriate, check in with them privately later.

D) Ignore it, as it's not your concern unless it impacts work.

When assigning tasks, you typically provide: *

A) Clear objectives, expectations, and resources, encouraging questions.

B) The task, assuming they'll figure out the details.

C) Vague instructions, expecting them to ask for clarification if needed.

D) The task, and if they don't do it right, it's their fault for not asking. I want leaders who act independently.

How do you prefer deliver constructive criticism? *

A) Privately, focusing on specific behaviors and their impact, with a focus on solutions.

B) Publicly, to ensure the message gets across to the entire team. It builds unity this way.

C) By hinting at issues rather than directly addressing them.

D) In a group setting, if the issue affects the whole team.

When a team member disagrees with your decision, your first response is to:

A) Reiterate your decision and explain why it's the right one.

B) View it as a challenge to your authority and shut down the discussion.

C) Listen to their perspective and consider their reasoning.

D) If it's not valid, dismiss their input.

How often do you provide positive recognition for good work? *

A) Frequently and specifically, acknowledging individual efforts.

B) Occasionally, during formal reviews.

C) Only when something exceptional happens.

D) Rarely; good work is expected, not rewarded.

When a conflict arises between two team members, you usually: *

A) Facilitate a discussion to help them resolve it themselves, offering mediation if necessary.

B) Tell them to sort it out, intervening only if it escalates.

C) Take sides (if necessary) and impose a solution.

D) Ignore it, hoping it will resolve itself, or it's not your problem.

How often do you communicate changes in company strategy or direction to your team? *

A) Only when absolutely necessary, often without much context.

B) Rarely; they just need to do their jobs.

C) Proactively and transparently, explaining the 'why' behind the changes.

D) When asked, or as they become relevant to daily tasks.

When a project fails or goes off track, your initial focus is on: *

A) Analyzing what went wrong, including your own role, and identifying corrective actions

B) Identifying the individuals responsible for the missteps.

C) Blaming external factors

D) Minimizing your own involvement and deflecting responsibility.

How do you approach delegating tasks?

A) Delegating only the mundane tasks, keeping important work for yourself.

B) Giving tasks, but frequently checking in and offering detailed instructions.

A) Empowering employees with clear objectives and trusting them to deliver.

D) Micromanaging every step to ensure it's done the right way. Quality matters.

How often do you actively seek feedback on your own leadership style from your team? *

A) Occasionally, during formal feedback cycles.

B) Regularly, and I genuinely act on it.

C) Rarely; I generally know how I'm doing or they would tell me.

D) Never;

When an employee comes to you with a problem they're facing, your preferred approach is to: *

A) Help them brainstorm solutions and guide them to a resolution.

B) Offer a direct solution and advise them on what to do.

C) Express frustration that they can't solve it themselves.

D) Remind them it's their problem to solve. This is a coaching opportunity to help them think independently.

How often do you encourage your team members to take on new challenges or learn new skills, even if it means stepping out of their comfort zone?

A) Consistently; it's vital for their growth and the team's overall capability.

B) Occasionally, when a specific opportunity arises.

C) Rarely; I prefer them to stick to what they do best.

D) Almost never; I need them to focus on their current role.

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