Superior/subordinate Questionnaire

Abstract

The Superior/subordinate Questionnaire is a specialized psychometric instrument designed to assess interpersonal communication effectiveness within hierarchical organizational structures. This measure adopts a multi-perspective approach, evaluating communication behaviors across three distinct relationship contexts: a manager’s self-perception, a subordinate’s perception of their superior, and a superior’s perception of their subordinate. Comprising 40 items per section, the questionnaire probes critical communication domains such as clarity of expression, active listening, conflict management, and emotional openness. It serves as a diagnostic tool for identifying specific strengths and weaknesses in communication flow, which are crucial for effective organizational behavior and leadership success, particularly in management roles.

Keywords

Communication effectiveness, Superior-subordinate relationship, Managerial skills, Organizational behavior, Interpersonal communication, Conflict resolution, Communication audit, Leadership assessment.

Authors

The instrument was documented and utilized extensively in the Master’s thesis of Jennifer Lyn Graham (1998). While the original scale author is not explicitly named in the provided context, Graham’s work serves as the primary academic reference detailing its application.

Purpose

The primary purpose of the Superior/subordinate Questionnaire is to systematically evaluate the quality and effectiveness of communication skills exhibited by managers and their direct reports within a professional environment. By collecting data from both sides of the professional relationship, the instrument aims to provide a comprehensive, 360-degree-style view of communication competence. This evaluation facilitates targeted professional development and addresses areas of relational strain, particularly concerning how individuals handle conflict, express dissent, offer constructive criticism, and demonstrate empathy.

Construct

The scale measures the overarching construct of Interpersonal Communication Effectiveness as it manifests in superior-subordinate dyads. This construct is operationalized through several underlying dimensions captured by the 40 items, including:

• Clarity and Directness: Assessing how well one’s intended message matches the received message (e.g., items concerning putting words in the mouth of others or assuming understanding).
• Active Listening: Measuring the tendency to pay attention, listen for meaning, and refrain from interrupting or changing the subject.
• Conflict Management: Evaluating the ability to discuss problems, handle disagreement without anger, and accept criticism constructively.
• Openness and Trust: Assessing willingness to share feelings, admit faults, offer compliments, and generally trust the other party.

The structure allows for the measurement of both perceived (REAL) and desired (IDEAL) communication behaviors.

Validity

Specific psychometric validation details, such as factor loadings or criterion-related validity coefficients, are not provided in the source excerpt. However, based on the content of the items, the scale exhibits high content validity, as the questions directly reflect observable behaviors pertinent to effective organizational communication, conflict resolution, and relational dynamics. Further construct validity would typically be established by correlating scores on this questionnaire with external measures of job performance, leadership effectiveness, or job satisfaction, though these results are not detailed here.

Reliability

Detailed reliability statistics, such as measures of internal consistency (e.g., Cronbach’s Alpha) or test-retest reliability, are not present in the provided source material. In the context of its use as an academic instrument in an M.A. thesis, it is highly probable that internal consistency was assessed for the 40-item structure across the different perspectives (manager, superior, subordinate). High reliability would indicate that the items consistently measure the intended communication constructs.

Factor Analysis

Specific results from a Factor Analysis of the Superior/subordinate Questionnaire are not included in the available source documentation. Given the comprehensive nature of the 40 items, it is anticipated that an Exploratory or Confirmatory Factor Analysis would reveal several distinct underlying dimensions of communication competence, such as those related to expressive clarity, emotional control, and receptive listening. Such analysis would confirm whether the scale effectively isolates the intended sub-constructs of interpersonal communication.

Instrument

Test Type: Multi-rater Behavioral Assessment Questionnaire (often functioning as a 360-degree feedback tool focused on dyadic relationships).

Format: 40 self-report/other-report items per section, typically followed by an overall 5-point rating of communicator effectiveness (Very Ineffective to Very Effective). The response format for individual items is generally a three-point frequency scale:

• REAL: YES (usually), NO (seldom), Sometimes
• IDEAL: YES (usually), NO (seldom), Sometimes

Language Available: English.

Population Group: Professionals and managers operating within structured organizational environments.

Age Group: Adult working population.

Population Details: Individuals involved in hierarchical relationships, such as supervisors, managers, and their direct subordinates. The scale was specifically applied to sport managers in Ontario Amateur Sport Organizations in its documented use.

Test Methodology: The questionnaire is administered in three distinct sections, allowing for the comparison of self-perception against the perception held by others in the organizational hierarchy regarding the individual’s communication skill.

Keywords

Communication competence, Dyadic communication, Management evaluation, Organizational communication, Interpersonal skills, Subordinate perception, Managerial assessment, Behavioral psychology.

Authors

Author ORCID Identifier: Not available.

Affiliation Email addresses: Not available.

Correspondence Address: Not available.

Permissions & Fee and Test Year

Test Year: Documented application in 1998 (M.A. Thesis). The original creation date may precede this.

Permissions and Fee: Information regarding current copyright, permissions, or associated fees is not available in the provided source. The instrument was used in an academic thesis format, suggesting potential public accessibility or permission granted for academic use at the time.

The original PDF of the thesis documenting this instrument 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.

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.

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?

29.39. In conversation‚ do you let your superior finish taking before reacting?

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?

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