1. I regularly involve employees in decision-making on issues that effect them and their
   ability to perform well on the job.

2. I make sure that there is a steady flow of information both up and down.

3. I treat my subordinates as partners and resources.

4. In meetings, I encourage all present to participate in a full discussion and arrive at
    consensus decisions.

5. When we solve problems in the department, I encourage the employees to seek a
    better alternative to whatever situation exists now. I discourage attempts to assign
    blame or responsibility for the problem.

6. When subordinates give me feedback about my managing and operation. I let them
    know how much I appreciate their openness even though I may be distressed by what
    they tell me.

7. I regard conflict and disagreement as inevitable in a vibrant, dynamic work group.

8. I reward those employees who look for ways to increase their effectiveness and that
    of others.

9. I do not feel less of a manager when I delegate any of my authority and responsibilities,
    share decision making with subordinates, or permit them to develop their own methods
    for accomplishing their tasks so long as those methods meet my performance
    standards.

10. I believe that employees will commit themselves to the achievement of my goals and
      those of the department so long as they see an opportunity to accomplish their
      personal goals and to achieve satisfaction in doing so.

11. I share what information I have about the organization, its policies, and its plans with
      subordinates, except for whatever higher management labels confidential.

12. Most people at work, I believe, are motivated by their desire to grow in their skills and
      competence.

13. When I see examples of collaboration between employees, I find some way to show
      my recognition of it and appreciation for it.

14. When I must get employee acceptance of new policies and rules that come down
      from higher management, I use persuasion and influencing skills.

15. In my department, employees know that they will be rewarded for good performance.

16. I believe that the more people are involved in setting objectives, the more committed
      they usually are to achieving them.

17. Even when I must impose certain changes because they have been set by higher
      management, I make sure that the employees understand the rationale behind them,
      and even though I cannot alter the changes I listen carefully to my subordinates
      reaction to them.

18. My people, I believe, look at increased responsibility as both a reward for good past
      performance and a means to grow and advance.

19. I make sure that my criticism of a subordinates performance is seen as evidence of
      my desire to help that person be more effective and get more of the results that both
      of us want.

20. I am consistent in using both monetary and non-monetary rewards to recognize those
     employees who have reached my goals and observed my work standards.

21. I present performance evaluations as a means for employees to improve their
     effectiveness.