What does the manager test measure?

A profile across 11 management zones: strengths, limitations, and focus for manager self-development.

Can I share the result?

Yes, the result owner can create a share link. It does not include the user name, AI interpretation, or sensitive details.

Manager level test · 11 scales · Woodcock–Francis

Manager test

Q: Is this a formal performance review?

No. This is a self-reflection tool, not an evaluation of role, suitability, or management status.

Online manager test · leadership qualities and management style

Take the manager test What you get

Self-assessment with the Unblocked Manager method: where competencies already work and which limitations to address first.

01 / Method

Manager level test, not a formal review

110 questions for managers. Woodcock–Francis model—not a hiring assessment, but self-analysis of limitations.

Analyzing your own limitations

Woodcock and Francis classic: 11 scales of management effectiveness—from self-management to team building. Top 3 strengths and top 3 limitations for a manager development plan.

02 / 11 scales

Leadership qualities test: eleven abilities

Management competencies test across 11 scales: strength and limitation in each area, compared across levels.

01 / 11

Ability to manage yourself

Strength: You manage time, energy, stress, and capacity to work.
Limitation: You burn out, lose focus, or fall behind.

02 / 11

Clear personal values

Strength: You have an internal anchor for decisions.
Limitation: Values are vague or contradictory.

03 / 11

Clear personal goals

Strength: You know what you want and set priorities.
Limitation: Goals are unclear; prioritization is weak.

04 / 11

Ongoing self-development

Strength: You learn, revisit yourself, and seek new approaches.
Limitation: Development has stalled.

05 / 11

Strong problem-solving skills

Strength: You analyze situations, choose solutions, and follow through.
Limitation: Hard to analyze, choose solutions, and finish what you start.

06 / 11

Creative approach

Strength: You look for new ideas and stay open to experiments.
Limitation: Few new ideas; caution toward change.

07 / 11

Ability to influence others

Strength: You persuade, engage people, and gain agreement.
Limitation: Weak influence; difficulty persuading and engaging others.

08 / 11

Understanding managerial work

Strength: You understand the manager role, people’s motivation, and management approaches.
Limitation: Weak understanding of the manager role and working through people.

09 / 11

Ability to lead

Strength: You organize direct reports and deliver results through the team.
Limitation: Hard to organize others’ work and get results through people.

10 / 11

Ability to teach and develop others

Strength: You mentor, give developmental feedback, and help people grow.
Limitation: Not enough mentoring and developmental feedback.

11 / 11

Ability to build a team

Strength: You build a strong group: trust, alignment, team outcome.
Limitation: The team works as a set of individuals.

SUMMARY

Three strengths + three limitations

The test ranks all 11 scales. From the ranking—your top 3 resources and top 3 development zones for the next 30–60 days.

03 / Result

A profile you can discuss without labels

Not a “manager type” label but a competency map: what to strengthen and which limitations to tackle first.

A 6

# 1

B 9

# 2

C 8

D 7

# 3

E 8

↓ 3

F 3

G 6

H 5

I 7

↓ 2

J 2

↓ 1

K 1

0 points Compare scales → 10 points

My strengths

Values, goals, and problem solving

B Clear personal values—you rely on them in conflict and under pressure.
C Clear goals—priorities are set; you see the horizon.
E Problem solving—you structure issues and drive them to completion.

My limitations

Team, mentoring, ideas

K Team building—weak team cohesion; trust is low.
J Developing others—you do not grow people enough; feedback is irregular.
F Creative approach—few experiments; template-based decisions.

7.5/10

Self-management

Internal anchor and clear direction are in place.

7.0/10

Managerial thinking

Problems are structured, but creativity lags.

6.5/10

Influence and leadership

Leadership works; influence is moderate.

1.5/10

People and team development

Main growth area—people and the team system.

Typical risks

managing tasks without building a sustainable team
depending on strong individual performers for results

Development priorities

K establish team norms and roles
J add regular 1:1s focused on development
F test alternatives before deciding

Overall conclusion

This profile is strong on goals, values, and problem solving but needs systematic work on developing people and team interaction.

How to read the chart

A high score is a resource you can rely on. A low score is a limitation that needs priority development. Compare scales with yourself, not with other people.

04 / Who it helps

For current managers and those stepping into leadership

Team leads

See where tech lead ends and manager begins. Which management “muscles” to build first.

Line managers

Clear language to discuss your development with your boss and HR. A working plan with a coach or mentor for the quarter.

Managers

Re-check yourself: what was a strength 10 years ago—a resource or already a growth zone?

HR and L&D

Diagnostic of management competencies for development conversations. Compare profiles before and after programs.

05 / Method source

Woodcock and Francis: The Unblocked Manager

First edition · 1982

Wildwood House / Gower · 1982

The Unblocked Manager

M. Woodcock, D. Francis — A Practical Guide to Self-development

11: scales
110: statements
40+ years: in HR practice

Book and method: Analyzing Your Own Limitations

Originally the Blockages Survey. The authors’ idea is simple: management effectiveness combines 11 key abilities, and each has a reverse side—a “limitation”.

Manager development starts not with what you already do well but with what holds you back. So the method highlights not an overall score but top 3 limitations—the “blockages” to start with.

Original: The Unblocked Manager · Blockages Survey
Not a clinical test and not a substitute for 360° feedback
Suitable for HR, coaching, and manager self-development

06 / FAQ

Common questions

How many questions are in the manager test?

110 yes/no statements. Questions are adapted for self-reflection and do not copy the Blockages Survey verbatim.

Is this a management style test or a manager assessment?

Closer to self-assessment of management style and competencies. Not hiring assessments or a “fit for the role” check.

Is this a formal performance review?

No. The test works as manager self-reflection and does not replace role evaluation, effectiveness review, or professional suitability.

I am not a manager yet—will this still help?

Yes. Most scales (self-management, goals, values, self-development, problem solving, influence) apply to any professional. Treat team and mentoring scales in the context of project work.

Is this a valid test or pop psychology?

Woodcock–Francis methodology from 1982. Not clinical diagnosis or 360° feedback—a structured self-reflection tool. It helps organize development conversations but does not replace external feedback.

How is it different from 360° and formal review?

360° shows you through others’ eyes. Formal review is a procedure. The Unblocked Manager is a subjective but honest inside view. Works best in combination: self first, then check with the team.

Take the leadership qualities test

Take the manager test and get an 11-zone profile: what works steadily and which limitations to address first.

Take the manager test What you get