9

I/he solve/s reported crimes if crime prevention measures failed.

4

3

2

1

10

I/he attend/s serious problems related to my/his work &do/does not always delegate grave dilemma to my/his subordinates.

4

3

2

1

VI) Decision-Making Ability in Making the Decisions

1

I/he encourage/s participation in making decisions.

4

3

2

1

2

I/he give/s explicit information & make/s the staff know what is expected of them.

4

3

2

1

3

I/he demand/s strict observance of the rules & regulations from my/his subordinates.

4

3

2

1

4

I/he consult/s my/his staff before finalizing a decision.

4

3

2

1

5

I/he make/s a decision/s affecting my/his members without consulting them.

4

3

2

1

6

I/he leave/s the choice of the decision entirely to the group.

4

3

2

1

7

I/he adopt/s unilateral decision making.

4

3

2

1

8

I/he refuse/s to acknowledge autocratic decisions.

4

3

2

1

9

I/he am/is slow in making decisions that need immediate action.

4

3

2

1

10

I/he establish/es a well-defined pattern of getting the work done.

4

3

2

1

VII) Decision-Making Ability in Executions and Implementations of Decisions

1

I/he fail/s to take necessary actions when needed.

4

3

2

1

2

I/he rule/s with an “iron hand”.

4

3

2

1

3

I/he act/s as a real leader of my/his staff/personnel.

4

3

2

1

4

I/he exercise/s delegation of authority.

4

3

2

1

5

I/he back-up/s my/his subordinates in their execution of decisions.

4

3

2

1

6

I/he exercise/s administrative power/authority wisely.

4

3

2

1

7

I/he assign/s my/his members where they can achieve success.

4

3

2

1

8

I/he give/s my/his subordinate commensurate authorities to accomplish their responsibilities or assigned tasks.

4

3

2

1

9

I/he encourage/s innovation, diversity in the experimentation & change in attaining police organizational goals.

4

3

2

1

10

I/he provide/s in-service education/training that develops policeman’s perceptions and skills.

4

3

2

1