Gossip impacts relationships between co-workers, supervision, and external partners.
Gossip impacts relationships between co-workers, supervision, and external partners. Strongly Agree
Gossip impacts relationships between co-workers, supervision, and external partners. Agree
Gossip impacts relationships between co-workers, supervision, and external partners. Undecided
Gossip impacts relationships between co-workers, supervision, and external partners. Disagree
Gossip impacts relationships between co-workers, supervision, and external partners. Strongly Disagree
Supervisors who don't communicate expectations effectively are less successful.
Supervisors who don't communicate expectations effectively are less successful. Strongly Agree
Supervisors who don't communicate expectations effectively are less successful. Agree
Supervisors who don't communicate expectations effectively are less successful. Undecided
Supervisors who don't communicate expectations effectively are less successful. Disagree
Supervisors who don't communicate expectations effectively are less successful. Strongly Disagree
An absence of formal training/ mentoring / development impacts the ability for people to do their best work.
An absence of formal training/ mentoring / development impacts the ability for people to do their best work. Strongly Agree
An absence of formal training/ mentoring / development impacts the ability for people to do their best work. Agree
An absence of formal training/ mentoring / development impacts the ability for people to do their best work. Undecided
An absence of formal training/ mentoring / development impacts the ability for people to do their best work. Disagree
An absence of formal training/ mentoring / development impacts the ability for people to do their best work. Strongly Disagree
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment.
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment. Strongly Agree
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment. Agree
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment. Undecided
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment. Disagree
Secrets and a lack of organizational information between peers, and subordinates deters collaboration and a trusting environment. Strongly Disagree
Employees emotional and physical health can be dictated by good or bad leadership.
Employees emotional and physical health can be dictated by good or bad leadership. Strongly Agree
Employees emotional and physical health can be dictated by good or bad leadership. Agree
Employees emotional and physical health can be dictated by good or bad leadership. Undecided
Employees emotional and physical health can be dictated by good or bad leadership. Disagree
Employees emotional and physical health can be dictated by good or bad leadership. Strongly Disagree
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success.
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success. Strongly Agree
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success. Agree
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success. Undecided
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success. Disagree
Supervisors / managers who are interactive with subordinates are more connected with line-level employees, and more adept at delivering success. Strongly Disagree
One reason people take sick days is to take a break from poor bosses.
One reason people take sick days is to take a break from poor bosses. Strongly Agree
One reason people take sick days is to take a break from poor bosses. Agree
One reason people take sick days is to take a break from poor bosses. Undecided
One reason people take sick days is to take a break from poor bosses. Disagree
One reason people take sick days is to take a break from poor bosses. Strongly Disagree
Cynical attitudes at work negatively impact job performance.
Cynical attitudes at work negatively impact job performance. Strongly Agree
Cynical attitudes at work negatively impact job performance. Agree
Cynical attitudes at work negatively impact job performance. Undecided
Cynical attitudes at work negatively impact job performance. Disagree
Cynical attitudes at work negatively impact job performance. Strongly Disagree
Rules that don't apply to the organization as a whole undermines organizational trust.
Rules that don't apply to the organization as a whole undermines organizational trust. Strongly Agree
Rules that don't apply to the organization as a whole undermines organizational trust. Agree
Rules that don't apply to the organization as a whole undermines organizational trust. Undecided
Rules that don't apply to the organization as a whole undermines organizational trust. Disagree
Rules that don't apply to the organization as a whole undermines organizational trust. Strongly Disagree
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results.
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results. Strongly Agree
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results. Agree
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results. Undecided
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results. Disagree
Promotional processes that are subjective or biased to personal friendships undermine an organizations ability to get the best results. Strongly Disagree
A lot of people are unmotivated and lack direction based upon poor leadership.
A lot of people are unmotivated and lack direction based upon poor leadership. Strongly Agree
A lot of people are unmotivated and lack direction based upon poor leadership. Agree
A lot of people are unmotivated and lack direction based upon poor leadership. Undecided
A lot of people are unmotivated and lack direction based upon poor leadership. Disagree
A lot of people are unmotivated and lack direction based upon poor leadership. Strongly Disagree
In-fighting and talking behind others back affects an organization's ability to lead effectively.
In-fighting and talking behind others back affects an organization's ability to lead effectively. Strongly Agree
In-fighting and talking behind others back affects an organization's ability to lead effectively. Agree
In-fighting and talking behind others back affects an organization's ability to lead effectively. Undecided
In-fighting and talking behind others back affects an organization's ability to lead effectively. Disagree
In-fighting and talking behind others back affects an organization's ability to lead effectively. Strongly Disagree
Recognition or lack thereof impacts people's desire to work.
Recognition or lack thereof impacts people's desire to work. Strongly Agree
Recognition or lack thereof impacts people's desire to work. Agree
Recognition or lack thereof impacts people's desire to work. Undecided
Recognition or lack thereof impacts people's desire to work. Disagree
Recognition or lack thereof impacts people's desire to work. Strongly Disagree
Cliques negatively impact workplace conditions.
Cliques negatively impact workplace conditions. Strongly Agree
Cliques negatively impact workplace conditions. Agree
Cliques negatively impact workplace conditions. Undecided
Cliques negatively impact workplace conditions. Disagree
Cliques negatively impact workplace conditions. Strongly Disagree
There is no room in leadership for aggressive supervisors or those who actively bully others.
There is no room in leadership for aggressive supervisors or those who actively bully others. Strongly Agree
There is no room in leadership for aggressive supervisors or those who actively bully others. Agree
There is no room in leadership for aggressive supervisors or those who actively bully others. Undecided
There is no room in leadership for aggressive supervisors or those who actively bully others. Disagree
There is no room in leadership for aggressive supervisors or those who actively bully others. Strongly Disagree
False accusations or rumors negatively impact the leadership decision making process.
False accusations or rumors negatively impact the leadership decision making process. Strongly Agree
False accusations or rumors negatively impact the leadership decision making process. Agree
False accusations or rumors negatively impact the leadership decision making process. Undecided
False accusations or rumors negatively impact the leadership decision making process. Disagree
False accusations or rumors negatively impact the leadership decision making process. Strongly Disagree
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management.
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management. Strongly Agree
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management. Agree
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management. Undecided
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management. Disagree
Most police officers remain annoyed at leadership failures yet don’t say anything for fear of being singled out by management. Strongly Disagree
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard.
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard. Strongly Agree
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard. Agree
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard. Undecided
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard. Disagree
Poor performers who are not dealt with (including supervisors & managers) create more work for those who do work hard. Strongly Disagree
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones.
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones. Strongly Agree
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones. Agree
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones. Undecided
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones. Disagree
Divisions that work in silos (work independently of each other) don't accomplish as much as collaborative ones. Strongly Disagree
Leadership that treats subordinates negatively results in the public being mistreated from time to time.
Leadership that treats subordinates negatively results in the public being mistreated from time to time. Strongly Agree
Leadership that treats subordinates negatively results in the public being mistreated from time to time. Agree
Leadership that treats subordinates negatively results in the public being mistreated from time to time. Undecided
Leadership that treats subordinates negatively results in the public being mistreated from time to time. Disagree
Leadership that treats subordinates negatively results in the public being mistreated from time to time. Strongly Disagree
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm.
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm. Strongly Agree
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm. Agree
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm. Undecided
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm. Disagree
If office politics rule the workplace, people only work hard to impress those in power, rather than making performance the norm. Strongly Disagree
A lack of transparency from top leadership to the line-level impacts a department's performance.
A lack of transparency from top leadership to the line-level impacts a department's performance. Strongly Agree
A lack of transparency from top leadership to the line-level impacts a department's performance. Agree
A lack of transparency from top leadership to the line-level impacts a department's performance. Undecided
A lack of transparency from top leadership to the line-level impacts a department's performance. Disagree
A lack of transparency from top leadership to the line-level impacts a department's performance. Strongly Disagree
If a leader (management) is corrupt, subordinates will mirror that behavior.
If a leader (management) is corrupt, subordinates will mirror that behavior. Strongly Agree
If a leader (management) is corrupt, subordinates will mirror that behavior. Agree
If a leader (management) is corrupt, subordinates will mirror that behavior. Undecided
If a leader (management) is corrupt, subordinates will mirror that behavior. Disagree
If a leader (management) is corrupt, subordinates will mirror that behavior. Strongly Disagree
Good ole boy networks destroy organizational performance.
Good ole boy networks destroy organizational performance. Strongly Agree
Good ole boy networks destroy organizational performance. Agree
Good ole boy networks destroy organizational performance. Undecided
Good ole boy networks destroy organizational performance. Disagree
Good ole boy networks destroy organizational performance. Strongly Disagree
Incompetent leaders make more work for their subordinates.
Incompetent leaders make more work for their subordinates. Strongly Agree
Incompetent leaders make more work for their subordinates. Agree
Incompetent leaders make more work for their subordinates. Undecided
Incompetent leaders make more work for their subordinates. Disagree
Incompetent leaders make more work for their subordinates. Strongly Disagree
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas.
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas. Strongly Agree
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas. Agree
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas. Undecided
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas. Disagree
Rigid leaders (my way or the highway) impair a team's ability to collaborate and come up with new ideas. Strongly Disagree
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum.
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum. Strongly Agree
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum. Agree
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum. Undecided
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum. Disagree
Leadership who fail to remember where they came from and lack empathy for the line-level can't effectively build organizational momentum. Strongly Disagree
Our current workplace environment may lead to our risk and liabilities if it has not already.
Our current workplace environment may lead to our risk and liabilities if it has not already. Strongly Agree
Our current workplace environment may lead to our risk and liabilities if it has not already. Agree
Our current workplace environment may lead to our risk and liabilities if it has not already. Undecided
Our current workplace environment may lead to our risk and liabilities if it has not already. Disagree
Our current workplace environment may lead to our risk and liabilities if it has not already. Strongly Disagree