Sample Items

Your boss gave you a new project. It seems important to the organization from what you know about it, but it means a lot of work for your group and you're having a hard time seeing a big benefit for them. You are about to meet with your group. How would you handle this meeting?

A. Think hard about what might be positive to your employees about the project and sell the project on that basis.

B. Be honest with your employees about your lack of support for the project, but make it clear that the project must be completed.

C. Explain the importance and the benefits of the project for the organization and tell your employees it must be completed.

You have decided that you must delegate a task that you have been handling yourself. Now you have to decide who gets the assignment. You are not on a tight deadline for this task, but it is important that it is done right. Who will you delegate it to?

A. Give it to the person in your group who is most qualified to get it done and who has the skills to do it.

B. Ask for a volunteer so you know he/she is willing to do the work.

C. Assign it to a person whose development would be furthered by completing the task.

You are conducting a performance review of a person you know could be doing better. The employee acts shocked that you are questioning his/her performance. How do you respond?

A. Let the employee know that you expect the best from everyone, including him/her.

B. Give the employee specific examples of where his/her performance could have been better and then move on to how to improve performance.

C. Make clear to the employee how his/her performance has been lacking. Continue to make this point until the employee admits that he/she needs to improve performance.

   
Excerpted from The Supervisory Skills Questionnaire by Eileen M. Russo, PhD.
©1997 Organization Design and Development, Inc.