Juhtimisstiili Indikaator (MSI)

Your E-mail address Gender Man Women

0	Once you took part in a discussion between several managers on the topic: „How to best deal with subordinates?“ Four fundamentally different viewpoints were presented, one of which you liked the most and you began to fully support it. Which one?
A	Usually, I agree with decisions made by others. It is best to avoid getting into opposition, so I go along with others’ opinions and ideals. If a conflict arises, I try to remain neutral or stay out of it. I always try to remain impartial and therefore I rarely get upset. Others find my humor rather bland. I make a strong effort just to cope with subordinates at all.
B	It is very important for me to maintain good and friendly relationships with subordinates. I’d rather agree with others' opinions than push my own. I try to avoid provoking conflicts, but if that fails, I aim to ease the conflict and keep the emotions of subordinates under control. When tensions arise, I respond in a warm and friendly manner. I often use humor to maintain friendly relations and to ease tensions. I rarely lead in any other way than by offering help myself.
C	I consider it important to make impactful decisions. I firmly defend my ideas and opinions, even if it means “stepping on someone's toes.” In case of conflict, I bring it to a quick end. If things don’t go smoothly, I stand my ground and argue my points to the end. My humor is sharp. I push myself and others to perform.
D	I value and encourage creative decisions that are understood and agreed upon. I listen to others’ ideas and opinions that differ from mine. I have strong convictions, but I take reasonable ideas into account and may change my mind. In the case of conflict, I try to understand the circumstances that caused it and resolve the deeper underlying reasons. If a conflict has already arisen, I try to restrain myself despite my obvious impatience. My humor suits the situation, and I maintain a sense of humor even in tense situations. I work hard, and others follow my lead.
1	Lately, your subordinates have not been responding to reasonable discussion and guidance, and they are clearly looking out for their own well-being. Work performance has quickly deteriorated.
A	I comfort the subordinates about their poor performance and, during a friendly conversation, try to hint at the importance and inevitability of daily tasks.
B	I create an opportunity to discuss the situation, listen to the subordinates’ views and reasons, but I don’t force my own opinion on them.
C	I call a meeting, question the subordinates, set concrete goals, give instructions for completing the tasks, and ensure that all promises made during the meeting are recorded.
D	I deliberately and clearly avoid interfering. I focus on my own tasks.
2	A conflict has erupted between two of your subordinates, and it has reached a level that disrupts the performance of work tasks. Both quarreling subordinates have come to you to complain about the other and asked you to support their point of view.
A	I consider it my duty as a manager to end conflicts at work. Quarreling is a personal matter that subordinates should resolve outside of working hours.
B	The best solution is to delegate the conflict resolution to a committee or some kind of social organization and not get involved personally.
C	First, I try to understand the background of the conflict myself and gather information about the problem that caused it. Then I invite the quarreling parties to meet with me to discuss the issue and find a solution that is acceptable to both sides.
D	I identify someone within the team who has enough authority in the eyes of the conflicting subordinates and ask them to mediate. I emphasize that our team maintains friendly and good-natured relations among everyone, and personal conflicts are shameful and simply inappropriate.
3	The performance of your subunit has been steadily improving. Recently, you’ve gained confidence that all your subordinates know their tasks and understand what is expected from each of them.
A	I communicate with subordinates in a friendly manner, but to be sure, I once again check whether each person knows their performance level, can fulfill their tasks, and understands what is personally expected of them.
B	I don’t take any special action.
C	I do everything I can to make the team feel important and trustworthy, and to maintain friendly relationships.
D	I emphasize the importance of meeting deadlines and achieving goals. I give each person a few clarifying instructions and orders.
4	You are appointed to lead a department with a diligent and hard-working team, but discipline regarding working hours is poor. One morning, when you once again find yourself the only one at work 35 minutes after the official start of the workday, you decide to address the issue of work discipline.
A	I order the company’s “Internal Rules” to be posted in a visible place and underline in red the start and end times of the workday as well as the length of the lunch break. I require all latecomers to submit written explanations and threaten dismissal if anyone is late again.
B	I pretend that the subordinates’ lateness doesn’t bother me, since I personally also don’t want to rush to work by the clock every morning.
C	I believe that the subordinates have their reasons for being late, and since it hasn’t affected work results so far and everyone is satisfied and friendly, I let the matter rest.
D	I call a department-wide meeting where I explain the principles of using work time efficiently. During the discussion, I try to engage subordinates in planning new tasks that would help improve time management at work.
5	One of your subordinates consistently ignores your advice and suggestions, doing everything in their own way. Normally, you don’t pay much attention to it, but recently this subordinate has failed to solve some important problems independently. The team’s overall performance is good, and interpersonal relationships are friendly.
A	I call the team together to solve the problem collectively.
B	I try not to damage my relationship with the stubborn subordinate and give the team a chance to solve the problem on their own.
C	I do nothing, assuming they will manage better next time.
D	I make quick and precise adjustments to how the work is managed. I have a very serious conversation with the stubborn subordinate about the possibility of working together in the future.
6	You are planning to implement significant changes. The subordinates’ performance is good, and everyone is convinced of the necessity of the changes.
A	I consult with subordinates during the planning and implementation of the changes, but I do not apply pressure and focus on maintaining good relationships.
B	I make the decision independently, inform the subordinates about the changes being implemented, and ensure supervision over their execution.
C	I give subordinates complete freedom in carrying out the changes.
D	I gather ideas and suggestions from subordinates but decide myself how to use them in making changes. I focus on ensuring that each subordinate understands that the success of the changes depends both on individual contributions and on the collaboration of the whole team.
7	Your subordinates’ performance has declined over the past couple of months. They have shown little interest in professional achievements, deadlines are not being met, and the quality of work has significantly dropped.
A	I give the subordinates the opportunity to find a solution themselves and do not interfere.
B	I listen to the subordinates’ suggestions, let them take part in setting tasks and deadlines, but I do so in a demanding manner and monitor the results.
C	I clarify the goals, document the shortcomings, and take firm control of managing the work to be done.
D	I talk to the subordinates in a friendly manner, consult with them, discuss the situation, and very carefully draw attention to the emerging problems.
8	In the work collective you recently started leading, a conflict has arisen between supporters and opponents of implementing changes. You have decided to carry out the changes but also aim to normalize the psychological climate at work.
A	I reorganize the work based on the planned changes. I give subordinates the necessary instructions and guidelines and closely monitor their implementation.
B	I call a meeting where I give equal time for both the supporters and opponents of the changes to present their arguments. Then I summarize by highlighting the advantages of the changes, the possibility of alternative solutions, and organize a vote.
C	I leave the task of finding a solution entirely to the subordinates.
D	I consult with both the supporters and opponents of the changes. I try to persuade the traditionalists and offer solutions that should satisfy both sides.
9	You have taken over the leadership of a high-pressure team. Your predecessor also worked with complete self-sacrifice. You want to maintain high performance but make the work environment friendlier and more humane
A	I observe but do not interfere.
B	I give praise and do everything I can to ensure that subordinates feel their importance and value.
C	I emphasize the importance of meeting deadlines and achieving goals.
D	I give subordinates the opportunity to participate in decision-making and problem-solving, while keeping an eye on the deadlines for achieving goals.
10	You are planning major reorganizations and structural changes. The subordinates have made their proposals and demonstrated great flexibility in daily work.
A	I establish the necessary changes and lead their implementation.
B	I agree with the subordinates’ proposals but still lead the implementation of the changes.
C	I achieve the subordinates’ consent and cooperation in implementing the changes and let them carry out the changes themselves, only monitoring the achievement of the final goals.
D	To avoid conflicts and confrontations, I let things remain as they are.
11	Your subordinates’ work performance and cooperative atmosphere are good. Things are running smoothly, and no significant problems have arisen for quite some time. You feel that you are not directly managing the subordinates, and this situation feels uncertain to you.
A	I do not interfere in the subordinates’ activities.
B	I discuss the situation with the subordinates and, if necessary, find a reason to take action.
C	I take the initiative and assume responsibility for management.
D	I am careful not to damage the relationship between myself and the subordinates by exerting too much control.
12	Your superior has appointed you to lead a subdivision to make necessary reorganizations in its work. There are disagreements within the subdivision; meetings have turned into personal disputes, with the goal becoming "to get back at someone." The subordinates have the potential abilities and sufficient qualifications required for the work and cooperation.
A	I leave the problem for the subordinates to resolve themselves and do not interfere directly.
B	I listen to proposals and ideas but make decisions myself and monitor the achievement of goals.
C	I prepare a precise job description for each subordinate, clarify goals, and demand that all orders be followed punctually.
D	I introduce the set goals to the subordinates but do not impose my opinion. I try to build friendly relationships and smooth over conflicts.
13	You have been promoted to lead a company where a major reorganization is starting, during which subdivisions and employees’ job responsibilities will change. Your primary task is to form new compositions of the subdivisions.
A	To avoid conflicts and complaints, I ask the parties most interested in the matter—the employees themselves—to present their views. I create a committee to form the new subdivisions and determine their composition.
B	I assign this task to the HR department because it is their job.
C	I take the matter into my own hands, thoroughly review all lists, employees’ personal files, and documents, and present my proposals.
D	I identify and appoint suitable and competent people as subdivision leaders and ask them to make their own proposals regarding the composition of the subdivisions.
14	You have received information that there are some disagreements among your subordinates. The subordinates’ work results have been especially good. In past years, cooperation has gone well, and even now the subordinates carry out their tasks with great efficiency.
A	I express my opinion to the subordinates on how the situation should be resolved. Based on their reactions and the information gathered, I consider whether changes to work organization are necessary.
B	I leave the resolution of the situation to the subordinates themselves.
C	I take quick measures to improve the functioning of the subdivision and guide the subordinates “back on track.”
D	I give subordinates the opportunity to discuss the situation with me one by one but ensure that this does not harm my relationship with them.
15	Your subordinate is a potentially capable specialist who chats and socializes more than works. This position satisfies them, but not you.
A	I tell them frankly that it would be better to leave voluntarily; if not, I will write a report to the higher-level superior and propose terminating the employment relationship.
B	I delicately let the subordinate know that I expect different behavior at work but try to maintain good relations.
C	I try to find work better suited to this subordinate’s abilities, where team influence and values also function.
D	I leave the resolution up to the subordinates themselves.
16	You have developed tense relations with one of your subordinates. Let’s assume that the reasons for the tension are not entirely clear to you. Normalizing the relationship is urgently needed because work results have started to suffer.
A	I invite the subordinate to an open conversation to find out the real reasons for the strained relationship and possibilities to improve it.
B	I do nothing because, over time, things will somehow work out.
C	I come to clarity about my own attitude toward the subordinate and, based on that, decide whether to end cooperation or not.
D	I turn to other subordinates who might help restore friendly relations.
17	You have recently been promoted to lead a work team where you yourself worked for many years. By 8:15 AM, you had invited your current subordinate and former coworker to your office to discuss the reasons why the subordinate often arrives late to work. However, due to circumstances beyond your control, you yourself are 15 minutes late. The subordinate arrived on time and was already waiting for you.
A	I abandon my intention to talk with the subordinate and leave the matter as it is.
B	Regardless of my own lateness, I demand a written explanation from the subordinate about their lateness.
C	I apologize and explain the reason for my lateness and try to resolve the matter with humor. I ask the subordinate: "What do you think one can expect from a leader who is late as often as you are?"
D	I apologize to the subordinate and conduct the planned conversation and explanations.
18	You are offered the opportunity to choose a substitute to cover for you during your 6-month advanced training abroad. The candidates are equally competent and capable, but differ in the following traits:
A	Is completely focused on work performance. Ignores arising conflicts. Demands a lot from others and themselves. Gives specific instructions and monitors their fulfillment. Is a good organizer.
B	Gives little and expects little from subordinates. Is slow to make decisions. Relatively passive. Is a skilled delegator.
C	Values people and good relationships above all. Quickly agrees with subordinates’ decisions. Does not want to be overly demanding. Friendly and attentive towards subordinates, avoids conflicts and confrontations.
D	Believes that success comes through people and cooperation. Values competence and supports personal development. Tries to involve subordinates in planning, decision-making, and problem-solving. Intervenes in conflicts before they disrupt work. Explains decisions and allows questions.

MSI © PE Konsult 1997