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64. I use my people skills to get things done
65. I pay attention to the moods and interests of people around me
66. I make my staff members feel they are part of a team
67. I take risks in order to build a team
68. I make people feel that they are the most important thing to me when I speak with them
69. I know what is happening by reading people’s body language and their moods and am able to adjust myself properly to particular situations
70. I like to make my team feel that they are distinct and superior to others
71. I create the identity of my team
72. People follow me because they admire me and my personality
73. I am confident in the decisions I have made
74. I communicate closely with my team
75. I keep my staff well informed about all things that could affect their work so they can participate in solving problems
76. I include my staff in determining what to do and I will make the final decision
77. I ask my staff for ideas and input on plans and projects.
78. when things go wrong, I consult with my staff for advices when creating strategy to keep the plan or project running smoothly
79. I like to use my leadership role to help my staff grow
80. I allow my staff to set their priorities with my advice
81. I create an environment where staff take ownership of the project. I allow them to participate in decision making
82. My staff know when they need to use creativity to solve problems
83. It is more important that I get my job done than making sure staff members feel important or fulfilled
84. I set aside personal matters and focus on the task on hand
85. I tend to commit myself to get things done well rather get along well with others
86. The most important part of building a team is choosing people who have the right skills for the project
87. I lead by showing that I know how to do the work at hand
88. Team members should focus on their place in the work plan and not be distracted by personality differences
89. The best way to keep people motivated is to structure work so they get a continuing series achievements
90. The most valuable type of staff is one who completes their assigned tasks as planned
91. I feel uncomfortable without a clear work plan with measurable milestones
92. If my staff with good technical skills is not performing well on the team, the reason is probably that he does not understand his role
93. I communicate a clear vision while inspiring commitment to that vision
94. I articulate, in simple ways, shared goals and understanding of what is right and important
95. I talk about future trends that will influence how my work gets done
96. I focus on developing my staff's capabilities
97. I ensure that people grow in their jobs by learning new skills and developing themselves
98. I provide information, resources, and give followers discretion to act
99. I challenge staff to think whether what we are doing is the best
100. I don’t blame individuals when mistakes occur
101. I give my staff challenging opportunities that test their skills and abilities
102. I encourage my staff to come up with new and better ways of working
103. I challenge my staff to try out new and innovative approaches to their work
104. I ask “What can we learn?” when things do not go as expected
105. I encourage my staff to set high or “stretch” goals for the year
106. I display confidence in my abilities to achieve my goals
107. I set a personal example of what I expect from others
108. I spend time and energy on making sure that my staff adhere to the principles and standards that we have agreed on
109. I keep my promises and commitments
110. I let my staff know about my confidence in their abilities
111. I am able to build trust among staff
112. I act as a role model
113. I work toward the group's benefits which are beyond my own interests
114. I am confident in my staff’s ability that they will perform well
115. I talk about most important values and beliefs
116. I consider the moral and ethical consequences of actions taken
117. I demonstate positive behaviours, like consciousness, self-control, optimism
118. I make staff feel that our team can achieve the goal
119. I make staff feel that their work is challenging and they would like to prove their capacity
120. I inspire staff to do beyond what they are expected to do
121. I help staff think about new ways of getting things done
122. I empower staff
123. I am open to new ideas and different perspectives
124. I treat staff as individuals who have different needs and concerns
125. I help staff maximize their capability and full potential
126. I discuss terms and responsibilities clearly for achieving specific tasks
127. I understand staff's needs and their necessary personal matters
128. My staff can lead themselves as well as I can
129. When making major decisions, I always get me and my staff to vote
130. I believe in assigning a task to someone and then getting out of their way when they do it
131. My staff know more about their jobs than me, so I allow them to carry out the decisions to do their job
132. I make sure my staff have resources they need to accomplish their tasks
133. I send e-mails memos and staff are expected to work according to the information I sent. I hardly call meetings
134. I don’t focus on discussing roles, my staff will know what they need to do to get a job done
135. I allow my employees to determine what to do and how to do it
136. Each staff is responsible for defining their job
137. I give my staff a great deal of freedom and choice in deciding how to do their work
138. I always give rewards to staff who do what I want
139. I prefer to work within the goals, structure, and culture of the organisation rather than try change them
140. If my staff do not perform, they wont get their reward
141. I state clearly performance objectives
142. I clarify rewards for achievement of performance objectives
143. I provide support to staff in exchange for their efforts
144. I compliment when staff have done a good job
145. I describe inefficient performance
146. I specify with clarity compliance standards
147. I state clearly punishment for failures to meet standards
148. I concentrate on errors, deviations and exceptions from the rules
149. I focus on careful monitoring of deviations, mistakes and errors
150. I take quick and thorough corrective measures
151. I deal with problems when they become serious rather than taking corrective actions