survey-manager/survey-nginx/secure_html/data/tests/LAP_2.tgwall

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LAP_2.001&nrt&2&N&1. What is the purpose of your company (or team, 
;department, etc.)?&350&&&&&&P1.0&&&&&1&&&N.&&
LAP_2.002&nrt&0&N&2. What specific behaviors demonstrate that you're an effective leader?&350&&&&&&P1.0&&&&&1&&&N.&&
LAP_2.003&nrt&0&N&<img src=../graphic/surveyheader_lap_p2.jpg><br><br>
;3. What leadership model or theory do you use to understand and improve leadership?&350&&&&&&P2.0&&&&&1&&&N.&&
LAP_2.004&nrt&0&N&4. How are you measuring leadership improvement in yourself and others?  BE SPECIFIC.&350&&&&&&P2.0&&&&&1&&&N.&&
LAP_2.005&lik&0&N&<img src=../graphic/surveyheader_lap_p3.jpg><br><br>
;5. I consistently emphasize the company or team purpose in my day-to-day <br>dealings with others.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Purpose
LAP_2.006&lik&0&N&6. People feel it's safe to openly disagree with my point of view.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Listening
LAP_2.007&lik&0&N&7. People definitely see consistency between what I say, what I as a <br>leader should do, and what I actually do.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P3.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
LAP_2.008&lik&0&N&<img src=../graphic/surveyheader_lap_p4.jpg><br><br>
;8. When individuals come to me to discuss matters that are important <br>to them, my behavior tells them that I'm TOTALLY focused on <br>what they're saying.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
LAP_2.009&lik&0&N&9. My behavior tells people that I�m very straightforward in <br>letting them know where they stand with me.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
LAP_2.010&lik&0&N&10. People in our company can explain the company purpose <br>clearly and concisely.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P4.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Purpose
LAP_2.011&lik&0&N&<img src=../graphic/surveyheader_lap_p5.jpg><br><br>
;11. When making an important decision, I consult people who will be <br>affected by that decision, to gather their input and perspectives.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
LAP_2.012&lik&0&N&12. My behavior communicates to others that I'm genuinely interested <br>in hearing other people's points of view.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Listening
LAP_2.013&lik&0&N&13. If people do something wrong, or aren't performing the way <br>they should, I immediately confront the situation head-on.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P5.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Consistency
LAP_2.014&lik&0&N&<img src=../graphic/surveyheader_lap_p6.jpg><br><br>
;14. When things go wrong, people I manage take full responsibility for <br>what happened (instead of playing the "blame game").&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
LAP_2.015&lik&0&N&15. I promote and reward collaboration and teamwork among my direct reports.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
LAP_2.016&lik&0&N&16. I make a concerted effort to treat people as individuals, <br>taking into consideration their unique perspectives <br>and backgrounds.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P6.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Respect
LAP_2.017&lik&0&N&<img src=../graphic/surveyheader_lap_p7.jpg>
;<br><br>17. I have individual discussions about performance with my direct <br>reports on at least a monthly basis.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
LAP_2.018&lik&0&N&18. I manage and lead others in ways that promote people taking personal <br>responsibility for their actions, performance, and results.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
LAP_2.019&lik&0&N&19. I spend a significant amount of time teaching others how to improve performance.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P7.0&1&5&&&1:v&&&Y.Additional Comments:&1,2,3,4,5&Accountability
LAP_2.020&lik&0&N&<img src=../graphic/surveyheader_lap_p8.jpg>
;<br><br>20.	People in our company (or team, department, etc.) approve of the direction we�re going.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Purpose
LAP_2.021&lik&0&&21.	I display adaptability and openness to new ideas when dealing with change.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1&&&Y.Comments&1,2,3,4,5&Listening
LAP_2.022&lik&0&&22.	I set clear goals that are aligned with the company�s (team�s, department, etc.) purpose.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P8.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Purpose
LAP_2.023&lik&0&N&<img src=../graphic/surveyheader_lap_p9.jpg>
;<br><br>23.	I�m careful to understand the underlying emotions involved when people tell me about issues important to them.&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P9.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Listening
LAP_2.024&lik&0&&24.	I�m very clear about what I expect from direct reports (or team members, those around me, etc.).&&Almost Never;Seldom;Sometimes;Usually;Almost Always;&&&&a&P9.0&1&5&&&1:v&&&Y.Comments&1,2,3,4,5&Consistency