Superior/subordinate Questionnaire

Abstract

The Superior/subordinate Questionnaire is an adapted version of the widely utilized Interpersonal Communication Inventory, specifically modified by Jennifer Lyn Graham in 1998 for her Master’s research focusing on organizational behavior and management. This instrument is designed to provide a multidimensional assessment of communication competence and effectiveness within hierarchical workplace settings. It is unique in its structure, offering three distinct 40-item perspectives: a self-assessment for managers, a rating of communication with superiors, and a rating of communication with subordinates. The scale measures various facets of Interpersonal Communication, including listening, expressiveness, conflict management, and emotional responsiveness, providing crucial data for understanding the dynamics of the Superior-Subordinate Relationship.

Keywords

Interpersonal Communication, Organizational Communication, Superior-Subordinate Relationship, Sport Management, Communication Effectiveness, Managerial Skills, Constructive Criticism, Self-Perception, Workplace Dynamics.

Authors

Adapted by Jennifer Lyn Graham (1998).

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Purpose

The primary purpose of the Superior/subordinate Questionnaire is to systematically measure the quality and effectiveness of communication flow, both upward and downward, within formal organizational structures. By segmenting the assessment into three separate viewpoints, the instrument allows for direct comparison of self-perceptions versus relational perceptions, thereby highlighting potential biases or communication breakdowns that impact productivity and team cohesion.

The scale serves as a diagnostic tool for researchers analyzing organizational behavior and for professional development specialists aiming to enhance the communication skills of managers and employees, particularly in fields such as Sport Managers where teamwork and clear direction are paramount.

Construct

The scale is rooted in the construct of Interpersonal Communication Competence, defined as the ability to interact effectively and appropriately with others. The 40 items in each section probe specific behavioral indicators across several core communication domains, including:

• Expression and Clarity: The ability to articulate ideas clearly and ensure the message is received as intended.
• Empathy and Perspective-Taking: The tendency to “put oneself in the other person’s shoes” and understand their point of view.
• Conflict Management: The effectiveness in resolving differences and settling disputes without resorting to anger or avoidance.
• Feedback and Openness: Willingness to accept Constructive Criticism and the ability to disclose personal thoughts, feelings, and beliefs (self-disclosure).
• Active Listening: Attention paid to the speaker, and the ability to discern the difference between verbal content and underlying emotional feeling.

Validity

While the original Interpersonal Communication Inventory likely possesses established Psychometric properties, the specific validity of the 1998 adaptation must be referenced in Jennifer Lyn Graham’s Master’s thesis. Given the scale’s focus on job-related communication, Content Validity would typically be supported by ensuring that the items comprehensively cover the domains of managerial communication behaviors (e.g., listening, conflict resolution, feedback). Further research using the adapted instrument would require verification of Construct Validity to confirm that the items accurately measure the intended dimensions of superior-subordinate communication rather than generalized personality traits.

Reliability

The reliability of the Superior/subordinate Questionnaire, as adapted, would rely on internal consistency measures (such as Cronbach’s alpha) calculated across the three distinct sections (Manager, Superior, Subordinate). High reliability scores are crucial to ensure that the scale consistently measures communication behaviors across different respondents and contexts, especially when used to evaluate the complex dynamics inherent in the Superior-Subordinate Relationship. Researchers utilizing this instrument should consult the original thesis for specific reliability coefficients reported for the Sport Managers population studied.

Factor Analysis

Typically, an adaptation of a multi-faceted inventory like the ICI requires exploratory or confirmatory Factor Analysis to verify that the latent structure of the communication constructs remains consistent in the new target population (in this case, organizational settings). Such analysis would determine if the 40 items cluster into theoretically meaningful subscales corresponding to dimensions like listening effectiveness, emotional control, and openness. The results of the factor analysis reported in the 1998 thesis are essential for proper scoring and interpretation of the scale’s subcomponents.

Instrument

Test Type: Self-Report Questionnaire / Organizational Survey

Format: 40 items per section, presented in three sections (Manager Self-Assessment, Subordinate rating Superior, Superior rating Subordinate). Responses are typically measured on a categorical scale for both REAL (actual behavior) and IDEAL (desired behavior), using options: YES (usually), NO (seldom), and Sometimes. An overall effectiveness rating uses a 5-point scale (Very Ineffective to Very Effective).

Language Available: English (as presented in the source thesis).

Population Group: Managers and Subordinates within organizational settings.

Age Group: Adult working population.

Population Details: Specifically adapted and utilized for Sport Managers and their associated personnel in selected Ontario amateur sport organizations in the 1998 study.

Test Methodology: The scale employs a dual-response methodology (REAL vs. IDEAL) for each item, allowing for the quantification of discrepancies between how individuals perceive their current communication habits and how they believe they should ideally communicate. This comparison is a powerful measure of communication awareness and motivation for change.

Keywords

Organizational Communication, Communication Competence, Management Skills, Interpersonal Communication Inventory, Psychometric properties, Conflict Resolution, Listening Skills, Leadership Assessment, Superior-Subordinate Relationship.

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Authors

Author ORCID Identifier: N/A (Information not available in source content.)

Affiliation Email addresses: N/A (Information not available in source content.)

Correspondence Address: N/A (Information not available in source content.)

Permissions & Fee and Test Year

The scale was adapted and utilized in 1998 as part of a Master’s thesis at the University of Windsor. Usage permissions should be sought from the author, Jennifer Lyn Graham, or the relevant copyright holders of the original Interpersonal Communication Inventory. The thesis documenting the scale’s usage and psychometric properties can be found via the Canadian national archives. The original PDF can be downloaded here: http://www.collectionscanada.gc.ca/obj/s4/f2/dsk1/tape10/PQDD_0009/MQ52559.pdf.

Reference’s

• Graham‚ Jennifer Lyn. (1998). An Analysis of Sport Managers’ Interpersonal Communication Skills in selected Ontario Amateur Sport Organizations. University of Windsor. M.A. Thesis.

• The original Interpersonal Communication Inventory (ICI) serves as the base instrument for this adaptation.

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Items of the Superior/subordinate Questionnaire

IMPORTANT: The following scale items must be preserved in their original language and must not be changed in any way.

Superior/subordinate Questionnaire

Interpersonal Communication Inventory

Adapted by Graham‚ 1998

Manager Self-Assessment:

1. Do the manager’s words come out the way he/she would like them to in conversation?
2. When the manager is asked a question that is not clear; does he/she ask the person to explain what they mean?
3. When the manager is trying to explain something‚ do other people have a tendency to put words in his/her mouth?
4. Does the manager assume the other person knows what he/she is trying to say instead of explaining what he/she really meant?
5. Does the manager ever ask others how they feel about the point he/she is trying to make?
6. Is it difficult for the manager to talk with other people?
7. In conversation‚ does the manager talk about things which are of interest to both people?
8. Does the manager find it difficult to express his/her ideas when they differ from those around him/her?
9. In conversation‚ does the manager try to put him/herself in the other person’s shoes?
10. In conversation‚ does the manager have a tendency to do more talking than the other person?
11. Is the manager aware of how his/her tone of voice may affect others?
12. Does the manager refrain from saying something he/she knows will only hurt others or make matters worse?
13. Is it difficult for the manager to accept constructive criticism from others?
14. When someone has hurt the manager’s feelings‚ does he/she discuss this with them?
15. Does the manager later apologize to someone whose feelings he/she may have hurt?
16. Does it upset the manager a GREAT deal when someone disagrees with him/her?
17. Does the manager find it difficult to think clearly when he/she is angry with someone?
18. Does the manager avoid disagreeing with others because he/she  is afraid they will get angry?
19. When a problem arises between the manager and another person‚ can he/she discuss it without getting angry?
20. Does the manager seem satisfied with the way he/she settles differences with others?
21. Does the manager pout and sulk for a long time when someone upsets him/her?
22. Does the manager become very uneasy when someone pays him/her a compliment?
23. Generally‚ is the manager able to trust other individuals?
24. Does the manager find it difficult to compliment and praise others?
25. Does the manager deliberately try to conceal his/her faults from others?
26. Does the manager help others to understand him/her by saying how he/she thinks‚ feels‚ and believes?
27. Is it difficult for the manager to confide in people?
28. Does the manager have a tendency to change the subject when his/her feelings enter into a discussion?
29. In conversation‚ does the manager let the other person finish taking before reacting?
30. Does the manager find him/herself not paying attention while in conversation with others?
31. Does the manager try to listen for meaning when someone is talking?
32. Do others seem to be listening when the manager is talking?
33. In a discussion‚ is it difficult for the manager to see things from the other person’s point of view?
34. Does the manager pretend he/she is listening to others when actually he/she is not listening?
35. In conversation‚ can the manager tell the difference between what a person is saying and what he/she may be feeling?
36. While speaking‚ is the manager aware of how others are reacting to what he/she is saying?
37. Do you feel that other people wish the manager was a different kind of person?
38. Do other people understand the manager’s feelings?
39. Do others remark that the manager always seem to think he/she is right?
40. Does the manager admit he/she is wrong when he/she knows he/she is wrong about something?

Overall‚ how effective a communicator is the manager? (Please check one)

Very Ineffective___‚ Ineffective ___‚ Neither Ineffective or Effective __‚ Effective ___‚ Very Effective

When you communicate with your superior(s):

1. Do your words come out the way you would like them to in conversation?
2. When you are asked a question that is not clear‚ do you ask your superior to explain what he/she means?
3. When you are trying to explain something‚ does your superior have a tendency to put words in your mouth?
4. Do you assume your superior knows what you are trying to say‚ instead of explaining what you really meant?
5. Do you ever ask your superior to tell you how he/she feels about the point you are trying to make?
6. Is it difficult for you to talk with your superior?
7. In conversation‚ do you talk about things which are of interest to both you and your superior?
8. Do you find it difficult to express your ideas when they differ from your superior’s ideas?
9. In conversation‚ do you try to put yourself in your superior’s shoes?
10. In conversation‚ do you have a tendency to do more talking than your superior?
11. Are you aware of how your tone of voice may affect your superior?
12. Do you refrain from saying something you know will only hurt others or make matters worse?
13. Is it difficult for you to accept constructive criticism from your superior?
14. When your superior has hurt your feelings‚ do you discuss this with him/her?
15. Do you later apologize to someone whose feelings you may have hurt?
16. Does it upset you a GREAT deal when your superior disagrees with you?
17. Do you find it difficult to think clearly when you are angry with your superior?
18. Do you avoid disagreeing with your superior because you are afraid he/she will get angry?
19. When a problem arises between you and your superior‚ can you discuss it without getting angry?
20. Are you satisfied with the way you settle your differences with your superior?
21. Do you pout and sulk for a long time when your superior upsets you?
22. Do you become very uneasy when your superior pays you a compliment?
23. Generally‚ are you able to trust your superior?
24. Do you find it difficult to compliment and praise your superior?
25. Do you deliberately try to conceal your faults from your superior?
26. Do you help your superior to understand you by saying how you think‚ feel‚ and believe?
27. Is it difficult for you to confide your superior?
28. Do you have a tendency to change the subject when your feelings enter into a discussion?
29. In conversation‚ do you let your superior finish taking before reacting? (Note: Original item 29 is listed as 29.39)
30. Do you find yourself not paying attention while in conversation with your superior?
31. Do you ever try to listen for meaning when your superior is talking?
32. Docs your superior seem to be listening when you are talking? (Note: Original item 32 uses “Docs”)
33. In a discussion‚ is it difficult for you to see things from your superior’s point of view?
34. Do you pretend you are listening to your superior when actually you are not?
35. In conversation‚ can you tell the difference between what your superior is saying and what he/she may be feeling?
36. While speaking‚ are you aware of how your superior is reacting to what you are saying?
37. Do you feel that your superior wishes you were a different kind of person?
38. Does your superior understand your feelings?
39. Does your superior remark that you always seem to think you are right?
40. Do you admit you are wrong when you know you are wrong about something?

Overall‚ how effective a communicator is the manager? (Please check one)

Very Ineffective___‚ Ineffective ___‚ Neither Ineffective or Effective __‚ Effective ___‚ Very Effective

When you communicate with your subordinate(s):

1. Do your words come out the way you would like them to in conversation?
2. When you are asked a question that is not clear‚ do you ask your subordinate to explain what he/she means?
3. When you are trying to explain something‚ does your subordinate have a tendency to put words in your mouth?
4. Do you assume your subordinate knows what you are trying to say‚ instead of explaining what you really meant?
5. Do you ever ask your subordinate to tell you how he/she feels about the point you are trying to make?
6. Is it difficult for you to talk with your subordinate?
7. In conversation‚ do you talk about things which are of interest to both you and your subordinate?
8. Do you find it difficult to express your ideas when they differ from your subordinate’s ideas?
9. In conversation‚ do you try to put yourself in your subordinate’s shoes?
10. In conversation‚ do you have a tendency to do more talking than your subordinate?
11. Are you aware of how your tone of voice may affect your subordinate?
12. Do you refrain from saying something you know will only hurt others or make matters worse?
13. Is it difficult for you to accept constructive criticism – from your subordinate?
14. When your subordinate has hurt your feelings‚ do you discuss this with him/her?
15. Do you later apologize to someone whose feelings you may have hurt?
16. Does it upset you a GREAT deal when your subordinate disagrees with you?
17. Do you find it difficult to think clearly when you are angry with your subordinate?
18. Do you avoid disagreeing with your subordinate because you are afraid he/she will get angry?
19. When a problem arises between you and your subordinate‚ can you discuss it without getting angry?
20. Are you satisfied with the way you settle your differences with your subordinate?
21. Do you pout and sulk for a long time when your subordinate upsets you?
22. Do you become very uneasy when your subordinate pays you a compliment?
23. Generally‚ are you able to trust your subordinate?
24. Do you find it difficult to compliment and praise your subordinate?
25. Do you deliberately try to conceal your faults from your subordinate?
26. Do you help your subordinate to understand you by saying how you think‚ feel‚ and believe?
27. Is it difficult for you to confide your subordinate?
28. Do you have a tendency to change the subject when your feelings enter into a discussion?
29. In conversation‚ do you let your subordinate finish talking before reacting?
30. Do you find yourself not paying attention while in conversation with your subordinate?
31. Do you ever try to listen for meaning when your subordinate is talking?
32. Does your subordinate seem to be listening when you are talking?
33. In a discussion‚ is it difficult for you to see things from your subordinate’s point of view?
34. Do you pretend you are listening to your subordinate when actually you are not?
35. In conversation‚ can you tell the difference between what -‎– your subordinate is saying and what he/she may be feeling?
36. While speaking‚ are you aware of how your subordinate is reacting to what you are saying?
37. Do you feel that your subordinate wishes you were a different kind of person?
38. Does your subordinate understand your feelings?
39. Does your subordinate remark that you always seem to think you are right?
40. Do you admit you are wrong when you know you are wrong about something?

Overall‚ how effective a communicator is the manager? (Please check one)

Very Ineffective___‚ Ineffective ___‚ Neither Ineffective or Effective __‚ Effective ___‚ Very Effective

REAL: YES (usually)‚ NO (seldom)‚ Some- times

IDEAL: YES (usually)‚ NO (seldom)‚ Some- times