Free Leadership Effectiveness Survey Template | Excel with Auto-Scoring
Free Leadership Effectiveness Survey Template | Excel with Auto-Scoring
Manager feedback surveys give people a safe way to talk about their leader’s day‑to‑day behaviour. Done well, the manager feedback survey questions below help you spot issues early, support coaching instead of punishment, and keep manager talks out of the general engagement survey noise.
Manager feedback survey questions
Use a 1–5 scale for all closed items (1 = Strongly disagree / Never, 5 = Strongly agree / Always).
2.1 Closed questions (Likert scale)
- Q1 (Annual core). I understand our team goals because my manager explains them clearly.
- Q2 (Annual core). My manager connects my work to the broader company strategy.
- Q3 (Pulse check). My manager makes priorities clear when plans change.
- Q4 (Annual core). I know what success in my role looks like this quarter.
- Q5 (Pulse check). My manager gives me enough context before assigning new tasks.
- Q6 (Annual optional). My manager involves the team when defining goals and priorities.
- Q7 (Annual core). My manager is approachable when I have questions or need help.
- Q8 (Pulse check). When I’m blocked, my manager responds in a reasonable time.
- Q9 (Annual core). My manager gives me feedback that helps me improve my performance.
- Q10 (Annual core). My manager supports my professional development and career goals.
- Q11 (Annual optional). My manager works with me on an individual development plan.
- Q12 (Pulse check). When I raise development needs, my manager follows up on them.
- Q13 (Annual core). My manager listens carefully before responding.
- Q14 (Pulse check). I feel comfortable giving honest feedback to my manager.
- Q15 (Annual core). My manager communicates important decisions transparently.
- Q16 (Annual core). My manager explains the reasons behind difficult decisions.
- Q17 (Pulse check). My manager keeps me informed about changes that affect my work.
- Q18 (Annual optional). My manager adjusts communication style to different team members.
- Q19 (Annual core). My manager treats people in the team fairly and consistently.
- Q20 (Annual core). I do not see favoritism in how my manager assigns opportunities.
- Q21 (Pulse check). My manager makes sure quieter voices are heard in discussions.
- Q22 (Annual core). My manager is open to perspectives different from their own.
- Q23 (Annual optional). My manager addresses inappropriate behaviour in the team.
- Q24 (Annual optional). I feel included and respected by my manager, regardless of background.
- Q25 (Pulse check, frequency). My manager checks in on my workload and stress levels.
- Q26 (Annual core). My manager helps me prioritise when my workload is too high.
- Q27 (Annual core). My manager respects reasonable boundaries around working hours.
- Q28 (Pulse check). I can discuss wellbeing or work–life balance issues with my manager.
- Q29 (Annual optional). My manager supports flexible work arrangements where possible.
- Q30 (Annual optional). I feel safe (“psychological safety”) raising sensitive topics with my manager.
- Q31 (Pulse check, frequency). My manager gives me feedback in time to correct course.
- Q32 (Annual core). Feedback from my manager is specific and based on observable behaviour.
- Q33 (Annual core). My manager recognises my contributions in a way that feels meaningful.
- Q34 (Pulse check, frequency). My manager acknowledges good work soon after it happens.
- Q35 (Annual optional). My manager balances positive feedback and improvement points.
- Q36 (Annual optional). Feedback from my manager feels fair and free from bias.
- Q37 (Annual core). I trust my manager to act in the best interest of the team.
- Q38 (Annual core). I would choose to work with this manager again.
- Q39 (Pulse check). I feel comfortable raising problems early with my manager.
- Q40 (Annual core). My manager follows through on commitments and promises.
- Q41 (Annual optional). Conflicts with my manager are addressed constructively.
- Q42 (Annual optional). Overall, I am satisfied with my manager’s leadership (“Führungsverhalten”).
2.2 Overall / NPS-style question
- Q43 (Annual core). How likely are you to recommend this manager as a leader to a colleague? (0–10)
2.3 Open-ended questions
- O1. What does this manager do particularly well that you would like them to continue?
- O2. What should this manager do differently in the next 3–6 months?
- O3. Please describe a recent situation where you felt especially supported by this manager.
- O4. Please describe a recent situation where you did not feel supported or heard by this manager.
Decision & action table
| Question group | Score / threshold | Recommended action | Owner | Target / deadline |
|---|---|---|---|---|
| Clarity & priorities (Q1–Q6) | Average <3.3 or ≥30% negative | Run team session to clarify goals and priorities; agree 90‑day focus. | Manager with HRBP support | Within 21 days of results |
| Support & coaching (Q7–Q12) | Average <3.0 | Set up coaching for manager; define 2–3 concrete support habits for 1:1s. | Manager, HR / L&D | Coaching plan within 30 days |
| Communication & listening (Q13–Q18) | Average 3.0–3.6 | Manager joins communication training; practice agenda + recap in weekly meetings. | Manager, HR | Training booked within 45 days |
| Fairness & inclusion (Q19–Q24) | Any item ≤2.5 or ≥25% “Strongly disagree” | Escalate to HR; run confidential focus interviews; agree remediation plan. | HRBP, manager’s leader | Initial actions within 14 days |
| Workload & wellbeing (Q25–Q30) | Average <3.3 and O‑comments mention burnout | Review staffing and priorities; schedule wellbeing 1:1s for all team members. | Manager with HR / Ops | Plan within 21 days; first check‑ins ≤30 days |
| Feedback & recognition (Q31–Q36) | Average 3.0–3.6 | Introduce simple feedback routine in 1:1s; share recognition examples with manager. | Manager, HR coach | Routine defined within 14 days |
| Trust & recommendation (Q37–Q43) | Q43 eNPS ≤0 or average Q37–Q42 <3.0 | Initiate targeted development plan; consider 360° feedback and mentoring. | Manager, HR, department head | Plan agreed within 30 days |
| Any area | ≥4.3 average and ≥70% positive | Ask manager to share good practices; feed into leadership development resources. | HR / People & Culture | Within next leadership community session |
Key takeaways
- Keep surveys focused on concrete manager behaviours, not generic engagement topics.
- Define clear thresholds so every low score triggers a specific follow‑up.
- Protect anonymity and explain survey purpose: development, not punishment.
- Combine an annual deep dive with short pulses on key leadership behaviours.
- Translate insights into 2–3 visible commitments per manager and team.
Definition & scope
This manager feedback survey measures how employees experience their direct manager’s day‑to‑day “Führungsverhalten”: clarity, support, communication, fairness, wellbeing, feedback and trust. It’s filled out by direct reports only, separate from general engagement surveys. Results guide coaching, leadership development, and decisions about training, support or structural changes, and complement broader tools like engagement or 360‑degree feedback.
Scoring & thresholds
Use a 1–5 scale for Q1–Q42 (1 = Strongly disagree / Never, 5 = Strongly agree / Always) and a 0–10 scale for Q43. For single items and group averages, define:
- Low: score <3.0 → critical, immediate attention.
- Medium: 3.0–3.9 → needs improvement, planned support.
- High: ≥4.0 → strength to maintain and share.
Convert scores into decisions. For example: if Clarity (Q1–Q6) average <3.3, the manager must run a goal‑setting session with the team and agree on 3–5 clear priorities for the next 90 days. If Trust (Q37–Q43) is low, HR pairs the manager with a coach and may schedule a structured review of their role and expectations, aligned with your broader performance management approach.
- HR defines thresholds and documents which actions each level triggers per question group.
- Analytics or a tool like Sprad Growth calculates averages and flags red / amber / green areas.
- Managers receive a short summary: top 3 strengths, top 3 focus areas, clear next steps.
- Leadership reviews patterns across teams to identify systemic issues, not just “bad apples”.
- Re‑measure after 6–12 months to see if scores move at least +0.3 in focus areas.
Follow-up & responsibilities
Without visible follow‑up, surveys damage trust. Agree in advance who does what and by when. Make it clear to employees: their “Rückmeldung” will not disappear in a drawer.
- HR / People team: owns survey design, anonymity rules, timelines, and communication.
- Direct managers: own their results, run debriefs with teams, and define 2–3 commitments.
- Manager’s managers: review results with each “Führungskraft” and hold them accountable.
- HRBPs / coaches: support interpretation, action planning, and training / coaching offers.
- Works council (Betriebsrat) where applicable: is briefed early on purpose, data handling, and anonymity thresholds.
Set reaction times: very critical feedback (e.g. fairness, harassment hints) → HR reviews within ≤24 h and decides on next steps. Regular scores → manager–HR debrief within ≤14 days, team debrief within ≤30 days. Track completion rates for all follow‑ups alongside regular employee survey routines.
Fairness & bias checks
Manager feedback is sensitive. You want honest answers and fair consequences. That means checking for patterns and bias before you act. Look at aggregated results by team, location, tenure band, job family, and (where legally allowed and privacy‑safe) gender or other diversity dimensions.
- If one manager’s scores are low across all groups, focus on their behaviour and support needs.
- If specific groups (e.g. remote staff) rate the manager much lower, explore their specific experience.
- If one area (e.g. fairness Q19–Q24) is low across many managers, treat it as a cultural topic.
Use simple guardrails from your performance review bias work, for example from your own guidance or resources like the internal article on performance review biases, to avoid over‑reacting to a few angry comments. Weight quantitative trends and repeated patterns in open comments higher than single extreme statements.
Examples / use cases
Use case 1: Low clarity & priorities
A product team reports Clarity (Q1–Q6) average 2.9, while other areas are ≥3.8. Comments mention “changing priorities” and “unclear goals”. HR and the manager’s leader decide this is a coaching case, not a disciplinary issue. The manager runs a workshop to clarify team objectives, introduces a simple weekly priorities email, and aligns 1:1s with goals. Three months later, a short pulse (Q1–Q4 only) shows Clarity up to 3.6.
Use case 2: Fairness & inclusion concerns
In a sales team, Fairness (Q19–Q24) averages 2.7. Several comments mention favoritism in account assignments. HR reviews pipeline data and confirms unequal opportunity distribution. Together with the “Führungskraft”, they redesign assignment rules, communicate them to the team, and monitor adherence. The next annual manager feedback survey shows Fairness rising to 3.5 and fewer complaints in open comments.
Use case 3: Strong trust, weak feedback
An engineering manager scores very high on Trust (Q37–Q42 average 4.6) but medium on Feedback & Recognition (Q31–Q36 average 3.2). People like them but feel “left alone” on growth. HR suggests a light intervention: introduce structured monthly 1:1s focused on development and use templates from your performance review templates. In the follow‑up survey after a coaching cycle, feedback scores move above 4.0 while trust stays high.
- HR reviews each manager’s profile: low‑low, low‑high, high‑low or high‑high areas.
- Decide per case: coaching, training, structural changes, or recognition and role‑modeling.
- Document decisions and link them to development plans and any formal performance process.
- Revisit patterns in the next cycle to see if actions had the desired effect.
Survey blueprints: ready-made manager feedback surveys
You don’t need to use all 42 closed items every time. Here are four practical “blueprints” that reuse the same question bank with clear scopes.
Blueprint A: Annual manager feedback survey (full upward feedback)
Purpose: once per year, deep view on each manager’s “Führungsverhalten”. Use for development, not pay decisions.
- Include: Q1–Q6, Q7–Q12, Q13–Q18, Q19–Q24, Q25–Q30, Q31–Q36, Q37–Q42, Q43, plus O1–O4.
- Duration for employees: ~12–15 minutes.
- Run separately from general engagement or engagement survey questions.
- Minimum team size for reporting: ≥5 responses per manager to protect anonymity.
- Share results with managers and their managers; share 2–3 key themes with teams.
Blueprint B: New manager check (after 6–12 months)
Purpose: understand how a new “Führungskraft” is perceived early and where they need support.
- Include: Q1–Q4, Q7–Q12, Q13–Q16, Q19–Q22, Q31–Q34, Q37–Q40, Q43, O1–O3.
- Duration: ~8–10 minutes.
- Timing: 6–9 months after start or internal promotion into a manager role.
- Focus follow‑up on coaching, onboarding to leadership culture, and mentoring.
- Repeat once after another 6–9 months to track progress.
Blueprint C: Communication & trust pulse
Purpose: short pulse in times of change, targeted at communication, psychological safety, and trust.
- Include: Q3, Q13–Q17, Q30, Q37–Q40, Q39, plus O2 and O4.
- Duration: ~5–7 minutes.
- Run during or after reorgs, strategy changes, or crisis situations.
- Use trend data more than single scores; look for movement of ≥0.3 points.
- Focus on team conversations and clarity, not on manager blame.
Blueprint D: Post-coaching / training follow-up
Purpose: evaluate if coaching, leadership training, or a Performance Improvement Plan changed observed behaviour.
- Select only the question groups that were focus areas (e.g. Q7–Q12 and Q31–Q36).
- Add Q37, Q40 and Q43 to check trust and overall perception.
- Ask O2 and O3 to capture concrete examples of changed behaviour.
- Run 3–6 months after the intervention, with the same anonymity rules as before.
- Use results to close the loop: adjust support, or in extreme cases, start formal consequences.
A talent platform like Sprad Growth can help automate survey sends, reminders and follow‑up tasks, and connect results with performance and development data without extra spreadsheets.
Implementation & updates
Designing and running a manager feedback survey is a process, not a one‑off task. Plan it like any other recurring people process with clear steps, owners, and review points.
- Pilot: run Blueprint B or C with one department, check anonymity, wording, and reactions.
- Rollout: expand to all teams, aligned with your performance and talent calendars.
- Training: prepare managers on how to read results and have non‑defensive conversations.
- Governance: align with Datenschutz, IT security, and, in DACH, your Betriebsrat.
- Update: review questions, thresholds, and actions at least 1x per year with HR and business leaders.
Track a few core KPIs: participation rate per team (aim ≥70% annually), average scores per question group, proportion of managers with defined action plans, time from results release to team debrief, and score changes in focus areas between cycles. Use those numbers to refine your broader talent development strategy.
Conclusion
Manager feedback surveys are most useful when they focus on observable behaviours, have clear thresholds, and are clearly positioned as a development tool. They help you spot problems with clarity, fairness, workload, or trust long before they explode in attrition or formal complaints. And they give each “Führungskraft” a mirror that complements top‑down assessments and classic performance reviews.
To get started, pick one blueprint that fits your current maturity, align with your Betriebsrat and data protection requirements, and set simple rules for anonymity and follow‑up. Then load the manager feedback survey questions into your survey or performance system, brief managers on purpose and process, and commit to visible next steps after the first round.
Over time, combine this upward feedback with other instruments like engagement surveys, 360° feedback and succession reviews. You’ll gain earlier insight into leadership risks, better quality in manager–employee conversations, and clearer priorities for leadership development investments. The key is consistency: ask targeted questions, respond in a timely, fair way, and keep employees informed about what changed because they spoke up.
FAQ
How often should we run a manager feedback survey?
Most organisations do a full upward feedback survey once per year and add 1–2 short pulses focused on communication, trust, or change periods. Avoid survey fatigue by keeping pulses to ≤10 questions and only asking about areas where you’re ready to act. Align timing with your performance or goal cycles so insights feed directly into development plans, not months later.
What should we do if a manager’s scores are very low?
First, protect anonymity by not sharing raw comments if the team is very small. Then look at patterns: are all dimensions low, or just fairness or clarity? Combine scores with open comments and other data. Typical steps: manager–HR debrief, communicate high‑level themes to the team, agree on a concrete development plan, and, if needed, escalate to formal performance management. Re‑measure after 3–6 months.
How do we handle critical or emotional comments?
Critical comments are valuable, but they can be noisy. Cluster them by theme (e.g. workload, micro‑management, unfair opportunities) and look for repetition across people and time. Treat single extreme comments with care, especially if they’re anonymous. Where comments suggest misconduct or discrimination, follow your usual investigation and whistleblowing processes. Share with managers only what’s needed to understand themes and change behaviour.
How anonymous should manager feedback be?
Anonymity is crucial for psychological safety. Many companies set a minimum of 5–7 respondents before showing results for an individual manager. In smaller teams, you can roll up to a higher level or combine with neighbouring teams. Explain clearly who will see what, and how data is stored and deleted. According to a Gallup analysis, employees are more candid when they trust privacy and see action.
How do we keep the question set up to date?
Review the manager feedback survey questions annually with HR, works council (if relevant), and a few representative managers and employees. Remove items that never lead to decisions, and add 1–2 questions for new priorities, such as hybrid work or cross‑functional collaboration. Keep the core blocks stable so you can track trends over years. Document changes and avoid changing scales, so comparisons stay meaningful.
Jürgen Ulbrich
Jürgen Ulbrich has more than a decade of experience in developing and leading high-performing teams and companies. As an expert in employee referral programs as well as feedback and performance processes, Jürgen has helped over 100 organizations optimize their talent acquisition and development strategies.
