MAS
Questionnaires
MAS Questionnaires
Purpose
In addition to their use for assessment, the questionnaires can be used for training and mentoring purposes and as part of action learning sets where they will encourage thinking and guide discussion and decision making.
The questionnaires, which are grouped into three sections, are listed below:
Background and benefits
Our Questionnaires have been developed by psychologist Derek Mowbray as part of our Wellbeing Resilience and Performance Agenda Framework, implementation of which leads to a vibrant culture, establishes effective people management, provides a good working environment, and produces a strong and resilient workforce, all of which provokes superior performance.
Permission to use
Our Questionnaires are available for licensed use by organisations and suitably qualified consultants. The examples on these pages are limited in scope to protect our copyright.
Find out more
Please record your interest in our questionnaires by completing the registration form below. Email details are not recorded on our server, and will only be used by MAS for MAS business and will not be disclosed to third parties.
More information about the questionnaires will be displayed on this page after you have completed the registration form.
Registration
Thank you for registering
We hope you will find some questionnaires useful for you or your organisation.
Organisation culture
- Adaptive Organisation
- Adaptive Culture
- Cultural Values
- Corporate Values
- Ethical Values
Leadership and management
- Wellbeing and Performance at Work
- Emotional Intelligence
- Psychological Wellbeing at Work
- Adaptive Leadership
- How Fabulous a Leader are You?
- Behaviour at Work
- Ethical Values
- Values & Beliefs
- Quick Leadership Assessment
Individuals
- The Wellbeing and Performance at Work Questionnaire
- Psychological Wellbeing at Work Questionnaire
- Personal Values
- The Resilience Assessment Questionnaire long
- The Resilience Assessment Questionnaire short
- Values and Beliefs
- Engagement at Work
MAS Questionnaires
Navigation
Scroll down the page to view the introductions to the questionnaires or click the appropriate button on the right or below to jump to a specific section.
Options
In addition to a brief description of each questionnaire you will see links to view an online version of the questionnaire and where printed versions are also available, links to the relevant MAS Guides which can be purchased online.
Organisation Culture Questionnaires
Leadership & Management Questionnaires
Individuals Questionnaires
Organisation Culture Questionnaires
Adaptive Organisation
This questionnaire assesses the extent to which your organisation has adopted the principle of sharing responsibility for the future success of the organisation.
One of the main cultural principles of The WellBeing, Resilience and Performance Agenda is the principle of sharing responsibility with the entire workforce for the success of the organisation, its teams and individuals.
This is a huge shift from a hierarchical to a polyarchy organisation – from control being invested in a few people to it being invested in everyone. Leaders give control and don’t take it. Executive accountability remains, with executive leaders being held to account for the delivery of their part of the business. The method by which the business is delivered, however, is by adopting the principle of sharing responsibility for success with everyone.
The individual is asked to score based on the organisation having the value in place or not having the value in place anywhere.
Online questionnaire ..
Adaptive Organisation
Available as part of a structured training programme in this guide
WellBeing & Performance Agenda
Adaptive Culture
This questionnaire assesses the extent to which your organisation meets the criteria of a psychologically safe, healthy and resilient culture.
A central element of The WellBeing, Resilience and Performance Agenda is an outcomes focused culture, the purpose of which is to trigger the workforce to feel psychologically safe and healthy, and combined with strong motivation, to provoke outstanding organisational and personal performance.
The criteria, therefore, must include triggers that provoke individuals to feel psychologically safe and well, so they can concentrate on their roles, as well as having a strong imperative to continue to make the organisation a huge success, because it’s ‘a fabulous place to work’.
Cultural Values
This questionnaire invites you to identify the cultural values within which you would wish to work.
The questionnaire requires you to assess 40 different cultural values and to decide which ones are those you would like your organisation to have as its overall cultural values, so everyone works within the same values.
Values are the drivers of people. When you work in an organisation whose values resonate with you because they are similar to your personal values, you are more likely to want to stay, work hard and help the organisation achieve outstanding success.
In organisation development, you have the opportunity of helping decide which cultural values should be the priority for the organisation, and around which the organisation should operate on a 24/7 basis. This questionnaire helps you to do this.
Corporate Values
This questionnaire invites you to identify the priorities for the organisation.
There are several priorities to choose from – for example money, the workforce, clients, the quality of products, the quality of services and so on. Whatever you choose becomes something ‘of value to the organisation’, and are the top priorities in operating the organisation on a daily basis.
When the workforce decides the priorities, it is more likely to be driven to achieve them. A major benefit is that these values help sort out dilemmas between competing demands, such as maintaining quality over money, for example, in a situation when cost cutting is a pressure.
When the whole workforce completes this questionnaire, you will be able to cluster the findings, to identify the top priorities for the whole organisation. These will then become the working priorities for everyone.
Online questionnaire ..
Corporate Values
Available in these guides
Transforming Managers into Leaders
Team Resilience
Managers Role in Resilience
Ethical Values
This questionnaire helps you assess your ethics, and helps you to establish which ethical values are most important to you. Ethics are principles on which the organisation and its workforce behaves.
Ethics have the effect of helping sort out dilemmas that businesses face, for example, withdrawing potentially, but as not yet proved, contaminated stock from retailers at huge cost to your business.
When the workforce completes this questionnaire, it helps establish the ethical values on which the daily business of the organisation is based.
Ethically and values based organisations are amongst the most successful around the world as consumers increase their scrutiny of companies and businesses, and increasingly support those with high ethical standards.
Leadership and Management Questionnaires
Wellbeing and Performance at Work
Psychological wellbeing is essential for people to perform. If you feel psychologically well, you’ll have clarity of mind and be able to concentrate on whatever is of interest at the time.
As a leader, you are expected to have a clear head all the time. However, working life has other ideas. Some situation and events can cause us to lose our clarity of mind, and can cloud our judgment and decisions. This can be a disaster for leaders.
It is important, therefore, to find out if you are feeling psychologically well.
Online questionnaire ..
Wellbeing and Performance at Work
Available in these guides
Transforming Managers into Leaders
Team Resilience
Emotional Intelligence
Emotional intelligence is a key attribute for all leaders. According to one study only 30% of leaders has it, and 30% don’t, with the remainder willing to acquire it.
Emotional Intelligence is having the sensitivity and self-awareness to understand and recognise different emotions within yourself, and to use this knowledge to understand and respond appropriately to different emotions, as you perceive them, in others.
The prime activity of leaders is persuasion – persuading others by inspiring them to take action and do things in the interest of the success of the organisation. Being emotionally intelligent goes a long way to behaving in ways that limit the risk of causing distress in others through their interaction, in other words, whilst trying to persuade someone to do something.
This questionnaire enables leaders and managers to discover their own level of emotional intelligence in the following elements: self-awareness, empathy, Self-confidence, motivation, self-control, social competence.
Online questionnaire ..
Emotional Intelligence
Available in these guides
Managers Role in Stress Prevention
Psychological Responsibility at Work
WellBeing & Performance Agenda
Transforming Managers into Leaders
Psychological Wellbeing at Work
Leaders need to feel psychologically well for them to be in mental control of themselves, and capable of going the demanding job they have in persuading others to do things.
Your psychological wellbeing is about how you feel, rather than how you are. You can have all kinds of injury and ill health, yet still feel psychologically well and in mental control. Mental control means feeling sharp, able to focus, assess, analyse, take action and not being distracted by your less than helpful thoughts.
Your psychological wellbeing has its foundations in a range of factors that you’ve experienced in your life to date. However, finding out if you can strengthen your psychological wellbeing can only be worked out once you know how you feel over the range of factors that are important for your wellbeing.
Online questionnaire ..
Psychological Wellbeing at Work
Available in these guides
Team Resilience
Psychological Responsibility at Work
Transforming Managers into Leaders
Adaptive Leadership
Adaptive Leadership is a style of BOLD leadership that places an emphasis on sharing responsibility for the future success of the organisation with everyone in the workforce.
The mantra that describes this process is ‘give control; don’t take it’.
BOLD leaders have the job of introducing and making work the style of Adaptive Leadership by adopting certain approaches to their work and style of leadership. These are reflected in the questions, and these questions can be used as goals to be achieved in the transformation from a hierarchical leadership approach to a polyarchic approach – from one person dominating another to people treating each other as equals.
Even in a polyarchy there are some leaders more equal than others. Some BOLD leaders will hold executive positions, and will be held to account for the delivery of their aspect of the business. This doesn’t change when Adaptive Leadership applies. The change is the way leaders interact with followers, and how the workforce helps BOLD leaders to be held to account.
Online questionnaire ..
Adaptive Leadership
Available in these guides
Transforming Managers into Leaders
Team Resilience
How Fabulous a Leader are You?
A key task for leaders is to hold conversations. It is the prime method of persuasion.
Interactions are so much more than the conversation, however. They involve creating a context in which interaction is more likely to be successful. They require the leader to be an authentic leader, someone who isn’t a superficial person bending to the wishes and whims of those with whom he or she is currently interacting, but is someone everyone perceives as weighing matters up and coming to conclusions that others can see as reasonable.
This questionnaire covers the ground of what makes a leader a fabulous leader.
Although this questionnaire is using Likert scale logic, it describes the implication of a score for each question as part of the question, helping the user to properly answer each question. Furthermore, each question answered results in an immediate assessment followed by general advice on how to strengthen the behaviours involved in the question.
This is a powerful self improving questionnaire and is recommended for all Leaders.
Online questionnaire ..
How Fabulous a Leader are You?
Available in these guides
Managers Role in Resilience
Managers Role in Stress Prevention
Intelligent Behaviour
The Leaders’ main job is to persuade others to do things they might otherwise not want to do, without causing any form of distress. One way into achieving this is to create between them and their workforce a strong sense of commitment, trust and social engagement by holding conversations with followers.
This questionnaire identifies the extent to which the leader exhibits general behaviours that provoke, build and sustain commitment, trust, motivation, kinship, concentration and social engagement in others towards them, their work and the organisation that employs them.
The behaviours in the questionnaire are those that are known to prevent the events and behaviours that may trigger stressful reactions in others. They are the behaviours that, also, help to generate the positive cultural environment for people to work within.
Online questionnaire ..
Intelligent Behaviour
Available in these guides
Transforming Managers into Leaders
Team Resilience
Psychological Responsibility at Work
Ethical Values
A strong influence on individual choice to be fully committed, trusting and engaged with leaders, managers, their own work and the organisation that employs them, are the ethics of leaders and managers, and particularly, the manager of the individual. If the ethics of the manager align with the ethics of the individual in the workforce, the individual is significantly more likely to choose to be resilient and commit themselves to their manager, their work and their organisation and to achieve superior performance as a result.
The alignment of ethics between the manager and the employee is a significant and highly influential component of the Psychological Contract. The aligned ethics, when exposed and made overt, provide the mutual expectations between manager and employee on which the Psychological Contract may be based.
This questionnaire helps to identify the ethics of the manager, and is particularly impactful if the questionnaire is also completed by colleagues and team members and a discussion is held about the results to find out if ethics are aligned and
Online questionnaire ..
Ethical Values
Available in these guides
Team Resilience
Managers Role in Resilience
Transforming Managers into Leaders
Values and Beliefs
Personal values are our drivers. They drive us to do certain things that others may find strange. They make us feel uncomfortable in certain situations. They make us determined.
But what are the ingredients of our values?
One of them is our beliefs. Beliefs are opinions of which we are certain, and once they become embedded in our consciousness they help to create and sustain our values.
Values and beliefs help us establish our identity; they set us apart from others, and make us the unique person we are. We stand up for our values and beliefs, and don’t fall for anything else.
This questionnaire helps you identify yourself by your values and beliefs.
Online questionnaire ..
Values and Beliefs
Available in these guides
Team Resilience
Managers Role in Resilience
Transforming Managers into Leaders
Individuals Questionnaires
The Wellbeing and Performance at Work Questionnaire
One of the most costly challenges facing leaders and their organisations is members of the workforce turning up for work in body but not in mind. If your mind is elsewhere, or not ‘switched on’ at work because of the cultural climate or poor relationships, you will not be performing anywhere near your potential. This is very costly to the organisation, because additional resources are used to cover your under-performance, and whatever errors and mistakes you might be making.
If you are under performing for this reason, leaders need to know because it’s their job to create a positive working environment that provokes you to feel psychologically well and safe. You need to know whether or not you’re psychologically well, as you may have been coming into work for years not feeling great but getting used to that feeling, so it doesn’t register any more.
Online questionnaire ..
Wellbeing and Performance at Work
Available in these guides
Transforming Managers into Leaders
Team Resilience
Psychological Wellbeing at Work Questionnaire
Psychological Wellbeing is a personal responsibility to look after your own psychological wellbeing, as well as doing no psychological harm to anyone else, thereby protecting their psychological wellbeing.
This questionnaire identifies whether or not you are taking care of your own psychological wellbeing at work by working in the most psychologically supportive environment you can.
Online questionnaire ..
Psychological Wellbeing at Work
Available in these guides
Transforming Managers into Leaders
Team Resilience
The Resilience Assessment Questionnaire long version
The Resilience Assessment identifies where the individual may be vulnerable to challenges based on 8 elements known to have a particular impact on resilience - Self-awareness, Determination, Vision, Self-confidence, Organisation, Problem solving, Interaction, Relationships. With this awareness, individuals can strengthen their resilience vulnerability in those areas where they have achieved a low score.
Online questionnaire ..
Resilience Assessment (long)
Available in these guides
Transforming Managers into Leaders
Team Resilience
The Resilience Assessment Questionnaire short version
The Resilience Assessment identifies where the individual may be vulnerable to challenges based on 8 elements known to have a particular impact on resilience - Self-awareness, Determination, Vision, Self-confidence, Organisation, Problem solving, Interaction, Relationships. With this awareness, individuals can strengthen their resilience vulnerability in those areas where they have achieved a low score.
Online questionnaire ..
Resilience Assessment (short)
Available in these guides
Transforming Managers into Leaders
Team Resilience
The Personal Values Questionnaire
Our values drive us. They cause us to feel comfortable in environments that resonate with them, and uncomfortable in situations that clash with our values.
If we feel uncomfortable we tend to switch off and look for ways out of the situation. Our intuition or hunch is alerted and we place ourselves on alert, ready to escape, unless we turn the situation into a challenge and rise up to it.
If we feel comfortable with our situation, and the cultural environment is aligned to our personal values, we tend to trust the environment, and the leaders in it, and focus on our work and don’t think about escape. We feel relaxed enough to put all our energies into making a success of what we are doing.
The challenge for us is to find out what our personal values are. They are what we stand for. If we don’t know what they are, we may fall for anything.
Online questionnaire ..
Personal Values
Available in these guides
Transforming Managers into Leaders
Team Resilience
Managers Role in Stress Prevention
Managers Role in Resilience
Psychological Wellbeing at Work
Personal Resilience
Values and Beliefs
Personal values are our drivers. They drive us to do certain things that others may find strange. They make us feel uncomfortable in certain situations. They make us determined.
Beliefs are opinions of which we are certain, and once they become embedded in our consciousness they help to create and sustain our values.
Values and beliefs help us establish our identity; they set us apart from others, and make us the unique person we are. We stand up for our values and beliefs, and don’t fall for anything else.
This questionnaire helps you identify yourself by your values and beliefs.
Online questionnaire ..
Values and Beliefs
Engagement at Work
Engagement is a key aspect of outstanding performance.
The more engaged someone is with their work or organisation, the greater the degree of concentration they apply to their work, the fewer the errors, mistakes, disasters, the less there is distress in the organisation.
The more engaged someone is with the organisation the greater the amount of involvement, unsolicited ideas, innovations, observations, comment, critiques, and motivation the person has to offer their work and organisation.
This questionnaire helps you to identify your levels of engagement.
Online questionnaire ..
Engagement at Work