Manager Effectiveness Survey Questions

The manager relationship is the single strongest predictor of engagement in most datasets, and the one most within your control. These questions cover clarity, support, fairness, development and trust — the behaviours you can coach.

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Why this dimension matters

People leave managers far more often than they leave companies. A single struggling manager can produce an attrition pattern that looks, in aggregate, like a company-wide culture problem.

All 40 questions

Grouped by question type. Pick three to five for a pulse, or use the full set for a deep-dive survey on this dimension.

Agreement scale (1–5) · 32

  • 1.I trust my direct manager.
  • 2.My manager genuinely cares about my wellbeing.
  • 3.My manager keeps me informed about decisions that affect me.
  • 4.My manager has the right skills to lead our team.
  • 5.I avoid raising issues with my manager because of how they may react.Reverse scored
  • 6.My manager makes time for me when I need them.
  • 7.My manager removes obstacles that get in the way of my work.
  • 8.My manager encourages me to take initiative.
  • 9.I would describe my manager as a good role model.
  • 10.My manager advocates for my work and interests with senior leadership.
  • 11.My manager helps me prioritise when I have too much on my plate.
  • 12.My manager celebrates my successes, not just addresses my mistakes.
  • 13.My manager's decisions feel fair and transparent to me.
  • 14.My manager gives me enough autonomy to own my work.
  • 15.My manager micromanages in a way that erodes my confidence.Reverse scored
  • 16.My manager is consistent and predictable, so I know what to expect.
  • 17.My manager handles conflict within the team fairly and promptly.
  • 18.My manager shares relevant company information in a timely way.
  • 19.My manager helps me navigate organisational complexity and politics.
  • 20.My manager is technically competent and earns my professional respect.
  • 21.My manager's mood significantly affects the team atmosphere.Reverse scored
  • 22.My manager delegates clearly and doesn't set me up to fail.
  • 23.My manager takes action when I raise concerns rather than dismissing them.
  • 24.My manager builds an environment where people can take risks without fear.
  • 25.I feel my manager genuinely cares about my long-term success.
  • 26.My manager makes commitments they don't follow through on.Reverse scored
  • 27.My manager adapts their leadership style to individual team members.
  • 28.My manager creates a team environment where everyone feels heard.
  • 29.My manager prioritises team wellbeing even during high-pressure periods.
  • 30.My manager holds difficult conversations when necessary rather than avoiding them.
  • 31.My manager plays favourites rather than treating everyone equitably.Reverse scored
  • 32.My manager makes it clear that my career success matters to them personally.

Yes / no · 3

  • 1.Do you and your manager have a regular 1-on-1 meeting?
  • 2.Has your manager checked in on your wellbeing (not just work status) this week?
  • 3.Would you recommend your manager to a friend joining the company?

Multiple choice · 1

  • 1.What would you most like to change about how your manager leads?Options: More frequent 1-to-1s · Clearer expectations · More autonomy · Better career conversations · More direct feedback · More emotional support

Open text · 4

  • 1.What is one thing your manager could do differently to better support you?
  • 2.What is one thing your manager could do differently to better support you?
  • 3.Describe the most impactful thing your manager has done to support your growth.
  • 4.What leadership quality do you most admire in your manager?

Reverse-scored questions are worded negatively on purpose — they catch people who tick “agree” all the way down without reading. Remember to flip them before averaging, or they will drag your score down artificially.

How to use them well

  • Anonymous, always. Upward feedback carries obvious career risk.
  • Suppress results for any manager with fewer than five responding reports; roll them up instead.
  • Deliver results with a coach or HR partner present — a raw score with no conversation does harm.
  • Keep it out of performance and pay decisions, at least for the first two cycles, or managers start managing the score.

Questions people ask

How many direct reports do you need for a manager score to be safe to report?

Five responding reports is the practical minimum. Below that a manager can often work out who said what, and once that happens the whole programme loses credibility across the company.

Should manager scores be shared with the manager?

Yes — that is the entire point — but as aggregates, with support, and never as individual responses. A manager who receives only a number and no help will either dismiss it or go looking for who wrote it.

Put these to work

Other dimensions

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