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Survey Templates Surveys Pastoral Skills Survey

Pastoral Skills Survey

Untitled
Hello:

You are invited to participate in our survey about the leadership skills among pastors in the Pentecostal Assemblies of Newfoundland. In this survey, approximately 200 people will be asked to complete a survey that asks questions about the various skills most common in a leadership environment. It will take approximately 15-20 minutes to complete the questionnaire.


Your participation in this study is completely voluntary. There are no foreseeable risks associated with this project. However, if you feel uncomfortable answering any questions, you can withdraw from the survey at any point. It is very important for us to learn your opinions.


Your survey responses will be stricly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact Greg Dewling at (709) 737-4374 or by email at the email address specified below.


Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.


In regard to my level of self knowledge:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I seek information about my strengths and weaknesses from others as a basis for self-improvement.
In order to improve, I am willing to share my beliefs and feelings with others.
I am very much aware of my preferred style in gathering information and making decisions.
I have a good sense of how I cope with situations that are ambiguous and uncertain.
I have a well-developed set of personal standards and principles that guide my behaviour.
When faced with stressful or time-pressured situations:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I use effective time-management methods such as keeping track of my time, making to-do lists, and setting task priorities.
I frequently confirm my priorities so that less important things don’t drive out more important things.
I maintain a program of regular exercise for fitness.
I maintain an open, trusting relationship with someone with whom I can share my frustrations.
I know and practice several temporary relaxation techniques such as deep breathing and muscle relaxation.
I strive to redefine problems as opportunities for improvement.
When I approach a typical, routine problem:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I always define clearly and explicitly what the problem is.
I always generate more than one alternative solution to the problem.
I keep problem-solving steps distinct; that is, I make sure that the processes of formulating definitions, generating alternatives, and finding solutions are separate.
When faced with a complex or difficult problem that does not have an easy solution:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I try to be flexible in the way I approach the problem; I don’t just rely on conventional wisdom or past practice.
I try to unfreeze my thinking by asking lots of questions about the nature of theproblem.
I frequently use metaphors or analogies to help analyse the problem and discover what else it is like.
I strive to look at problems from different perspectives so as to generate multiple definitions.
I do not evaluate the merits of each alternative solution to the problem until I have generated many alternatives.
When trying to foster more creativity and innovation among those with whom I work:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I make sure there are divergent points of view represented in every problemsolving group.
I try to acquire information from customers regarding their preferences and expectations.
I provide recognition not only to those who are idea champions but also to those who support others’ ideas and who provide resources to implement them.
I encourage informed rule-breaking in pursuit of creative solutions.
In situations where I have to provide negative feedback or offer corrective advice:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I help others recognise and define their own problems when I counsel them.
I understand clearly when it is appropriate to offer advice and direction to others and when it is not.
I always give feedback that is focused on problems and solutions, not on personal characteristics.
My feedback is always specific and to the point, rather than general or vague.
I am descriptive in giving negative feedback to others. That is I objectively describe events, their consequences, and my feelings about them.
I take responsibility for my statements and point of view by using, for example, ‘I have decided’ instead of ‘They have decided’.
I convey flexibility and openness to conflicting opinions when presenting my point of view, even when I feel strongly about it.
I don’t talk down to those who have less power or less information than me.
I don’t dominate conversations with others.
In a situation in which it is important to obtain more influence:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I always put forth more effort and take more initiative than expected in my work.
I am continually upgrading my skills and knowledge.
I strongly support organisational ceremonial events and activities.
I form a broad network of relationships with people throughout the organisation at all levels.
In my work I consistently strives to generate new ideas, initiate new activities and minimise routine tasks.
I consistently send personal notes to others when they accomplish something significant or when passing along important information to them.
I refuse to bargain with individuals who use high-pressure negotiation tactics.
I always avoid using threats or demands to impose my will on others.
When another person needs to be motivated:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I always determine if the person have the necessary resources and support to succeed in a task.
I use a variety of rewards to reinforce exceptional performances.
I design task assignments to make them interesting and challenging.
I make sure that the person gets timely feedback from those affected by task performance.
I always help the person establish performance goals that are challenging, specific and time-bound.
Only as a last resort do I attempt to reassign or release a poorly performing individual.
I consistently discipline when effort is below expectations and capabilities.
I make sure that people feel fairly and equitably treated.
I provide immediate compliments and other forms of recognition for meaningful accomplishments.
When I see someone doing something that needs correcting:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I avoid making personal accusations and attributing self-serving motives to the other person.
I encourage two-way interaction by inviting the respondent to express my/my perspective and to ask questions.
I make a specific request, detailing a more acceptable option.
When delegating work to others:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I specify clearly the results I desire.
I specify clearly the level of initiative I want others to take (for example, wait for directions, do part of the task and then report, do the whole task and then report and so forth).
I allow participation by those accepting assignments regarding when and how work will be done.
I avoid upward delegation by asking people to recommend solutions, rather than merely asking for advice or answers, when a problem is encountered.
I follow up and maintain accountability for delegated tasks on a regular basis.
When someone complains about something I have done:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I show genuine concern and interest, even when I disagree.
I seek additional information by asking questions that provide specific and descriptive information.
I ask the other person to suggest more acceptable behaviours.
When two people are in conflict and I am the mediator:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I do not take sides but remains neutral.
I help the parties generate multiple alternatives.
I help the parties find areas on which they agree.
In situations where I have an opportunity to empower others:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I help people feel competent in their work by recognising and celebrating their small successes.
I provide regular feedback and needed support.
I try to provide all the information that people need to accomplish their tasks.
I exhibit caring and personal concern for each person with whom I have dealings.
When I am in the role of leader in a team:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I know how to establish credibility and influence among team members
I am clear and consistent about what I want to achieve.
I build a common base of agreement in the team before moving forward with task accomplishment.
I articulate a clear, motivating vision of what the team can achieve along with specific short-term goals.
When I am in the role of team member:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I know a variety of ways to facilitate task accomplishment in the team.
I know a variety of ways to help build strong relationships and cohesion among team members.
When I desire to make my team perform well, regardless of whether I am a leader or member:
Strongly Disagree
Disagree
Slightly Disagree
Slightly Agree
Agree
Strongly Agree
I am knowledgeable about the different stages of team development experienced by most teams.
I help the team avoid groupthink by making sure that sufficient diversity of opinions is expressed in the team.
I can diagnose and capitalize on my team's core competencies, or unique strengths.
I encourage the team to achieve dramatic breakthrough innovations as well as small continuous improvements.
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