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Survey Templates Surveys MBA Leadership Survey

MBA Leadership Survey

Sample Survey
Hello:


You are invited to participate in my MBA dissertation survey which looks at the relationship between leadership types, motivating factors and the success of an organisation. This survey is aimed at any person who is, or has, held any management or leadership position within an organisation. This survey will ask you a number of questions about the company that you work for, your personal leadership style and what motivates you to continue to do the job that you do. 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. The results of this survey will be used within by final MBA dissertation, which will be made available to all participants who provide their e-mail address.


Your survey responses will be strictly 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 the survey organiser, Jennie Pearce, by email at the email address specified below.


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



Your Details
My Gender is:
My Age Range is:
My e-mail address for feedback on this survey is (optional):
How long have you worked for your current organisation:
Which of the following best describes your current job position:
Have you been promoted whilst working for your current organisation:
When did your organisation last promote you:
Which of the following best describes your previous job position:
Which of the following best describes the nature of your organisation:
Which of the following best describes the number of employees within your organisation:
Which of the following best describes your organisations annual turnover:

Your Leadership Style
For the following sections please rate the statements based on your initial reaction, do not think about it too much. It is accepted that your reaction may change depending on the exact circumstances, but we are looking for your initial reaction in order to determine your natural leadership style.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
I think that I demonstrate high levels of initiative and I like to seek out new ways of doing things.
I view myself as a hands-on manager / leader.
I see nothing wrong with micro-managing. If members of my team feel disempowered by this then this is more their problem than mine.
On balance I think that I am more task oriented than people oriented.
I have strong facilitation skills which I call on regularly.
My own personal points of view and beliefs are less important than those of my team.
It is important that my team trusts and respects me at all times.
I need to feel as though I belong.
I am a team member first and a leader / manager second.
I believe that flatter reporting structures work better than hierarchical ones.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
If I am experiencing personal problems then I will share these with my team in the same way as I would expect them to share theirs with me.
If I were to organise a team get together after work and one member of the team could not make it, then I would re-arrange the date rather than go ahead without them.
I find it difficult to understand anyone who puts in minimal effort and doesn't seem to want to develop their skills.
When a team member is promoted and leaves my team I am sad to see them go, but happy to see them progressing.
I like to know if one of my team is having problems, whether this is in their professional or personal life.
Successful change cannot be made in silos.
Change of any size is something that motivates me and that I feel positive about.
I am happier if I am seen as the expert as far as my team are concerned.
I can find outside advice from peers or experts uncomfortable or difficult to accept.
Change is only truly successful if everyone is given an opportunity to contribute to it and become involved with it.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
I find it easy to empathise with the people that I lead.
If members of my team do not see my point of view it is important for me to try to bring them around to my way of thinking.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
If I see one of my team struggling with a task I can become impatient with them.
If I tell someone to do something I expect it to be done without question.
Explaining myself to my team is a waste of time and adds little to the work at hand.
I'd rather that team members just get on with the task at hand, rather than seek out explanations for what they are being asked to do.
I rarely offer feedback to team members on how they can develop their skills, unless they specifically ask or it is part of a formal appraisal.
I find it easy to delegate tasks to my team.
When providing individual or team feedback I tend to concentrate on what has gone wrong, rather than what has been a success.
I find it difficult to praise team members for a job well done.
When leading a new team my first task will be to find out who the weakest members of this team are.
When allocating work to my team I will always allocate a task to the team member that I think can complete the task the quickest.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
If one of my team makes a mistake this would not put me off giving them responsibility in the future.
Allocating a task that I know will stretch a team member is something that I am comfortable with, even if that team member struggles or fails to deliver the task.
I am likely to encourage my team to publish project newsletters, information posters, set up project rooms, post updates onto the intranet etc so that the rest of the organisation can see what we are doing.
I believe in sharing as much information as I have with my team and those outside of the team who may be interested.
Transparency is extremely important to me and I feel frustrated if I feel that information is being witheld from me, or not being passed on in a timely manner.
Tasks are more enjoyable if I believe 100% in what my team and I are being asked to do.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
There is always room for improvement.
It is important that my team is seen to be delivering, even if what they deliver is not 100% accurate.
I believe that most of the time I can complete a task faster and to a higher standard than anyone in my team.
If my team completes a task or project which delievers 100% or what has been asked, but it is delivered late, I view this as a failure.
If a team member falls behind with a task, then I am often tempted to take it from them and complete it myself.
I believe in constantly pushing my team to deliver.
A task can always be completed faster or to a higher standard next time.
If I have a poor performing team member then I will point this out to them and give them a date by which I expect them to have improved.
I hold regular one-to-one sessions and group meetings with my team.
Bad news is as important as good news.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
If decisions are needed I am more likely to put the decision to the team vote, rather than make the decision myself.
I value every team members contribution equally.
If there is friction between members of my team I seek to actively resolve it as quickly as possible, rather than leave them to sort it out amongst themselves.
I operate an 'open door' policy with my team and they do not need to make appointments to meet with me.
I have been known to take my team out during office hours (e.g. for lunch).
You can learn as much from a failure as you can from a success.
I find it easy to listen to team members and offer them advice.
I am more likely to advise and let a team member make up their own mind rather then tell them what to do.
If one of my team was admitted to hospital I would go out of my way to visit them as soon as possible.
When holding an appraisal I will want to discuss the team members long-term career goals, even if this is outside of any role that my team / department can offer them.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
I agree with the statement that, "If you don't like what we are doing then perhaps you should think of looking for a job elsewhere."

What Motivates You
The following provides a list of common employee motivators. Please rank them in the order in which they have the most influence on your level of job satisfaction (1 being the most motivating):
Secure employment
Good salary
Chance of promotion
Feeling my job is important
Having a flexible work schedule
Having consistency in my job
Prestige
Growth potential of the company
Knowing I will be held responsible for my own performance
Freedom to make decisions without approval from my manager
Good physical working environment
Up-to-date technology and resources
Pensions and other fringe benefits
Agreement with organization's objectives
Large amount of freedom on the job
Opportunity for self-development and improvement
Socialising with other employees
Please use this space for any additional comments that you would like to make.
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