This question bank contains over 60 tested 360° feedback questions for managers — organized by rater role (upward, peer, direct report) and competency area. Each question is framed either as a Likert item or open-ended question. Use it as a modular source: select 12–18 items per rater type to build a focused, context-specific survey.
Why a complete question bank outperforms a fixed template
Generic 360° templates fail because they ignore context: a sales manager requires different items than an engineering lead, and a team leader with 5 reports needs different questions than a VP managing multiple layers. A question bank gives you the raw material to assemble a survey that fits the specific role and organizational level.
Gallup's research across 27 million employees shows managers account for at least 70% of the variance in team engagement scores. Measuring what actually moves teams means asking managers nuanced questions — and that's only possible with a broad question bank that holds the right items for each context.
Block A: Upward feedback — direct reports rating their manager
Upward feedback is the highest-quality source in a 360° process. Direct reports experience daily whether their manager communicates clearly, genuinely coaches, and creates a safe climate. Recommended: 8–12 items from this block.
Clarity and direction
| Item ID | Question | Type |
|---|---|---|
| A1 | My manager communicates clear goals so I know how my success will be measured. | Likert 1–5 |
| A2 | When priorities conflict, my manager helps me find the right order. | Likert 1–5 |
| A3 | Decisions are shared with explanation — not just as directives. | Likert 1–5 |
| A4 | What should your manager change so your team has clearer priorities? | Open |
Coaching and development
| Item ID | Question | Type |
|---|---|---|
| A5 | My manager gives me regular, specific, behavior-focused feedback. | Likert 1–5 |
| A6 | I receive assignments that stretch me beyond my current skill level. | Likert 1–5 |
| A7 | My manager asks questions rather than providing solutions when I raise a problem. | Likert 1–5 |
| A8 | My manager shows genuine interest in my long-term career development. | Likert 1–5 |
| A9 | Describe a situation where your manager concretely moved your development forward. | Open |
| A10 | What does your manager do that slows your development rather than advancing it? | Open |
Psychological safety and trust
| Item ID | Question | Type |
|---|---|---|
| A11 | I can admit mistakes without fearing consequences. | Likert 1–5 |
| A12 | I can voice dissenting opinions without it harming my career. | Likert 1–5 |
| A13 | My manager responds to criticism calmly and constructively, not defensively. | Likert 1–5 |
| A14 | When I raise a problem, it is taken seriously and followed by action. | Likert 1–5 |
| A15 | What would need to change for you to feel comfortable raising any concern openly? | Open |
Communication and reliability
| Item ID | Question | Type |
|---|---|---|
| A16 | My manager is accessible when I need support. | Likert 1–5 |
| A17 | My manager follows through on commitments — even under pressure. | Likert 1–5 |
| A18 | I receive all the information I need to do my work in a timely manner. | Likert 1–5 |
Block B: Peer feedback — colleagues at the same level
Peer feedback captures the horizontal dimension: collaboration across team boundaries, reliability on projects, behavior in conflict. These items are designed for managers who interact with other managers or internal stakeholders. Recommended: 5–7 items.
| Item ID | Question | Type |
|---|---|---|
| B1 | This manager communicates clearly and promptly across functions. | Likert 1–5 |
| B2 | In disagreements, this person looks for solutions constructively — not for someone to blame. | Likert 1–5 |
| B3 | I can rely on commitments made by this manager. | Likert 1–5 |
| B4 | This person actively promotes knowledge-sharing between teams. | Likert 1–5 |
| B5 | How does this manager respond when plans need to change at short notice — describe an example. | Open |
| B6 | How has working with this manager affected your own work — positively or negatively? | Open |
| B7 | This manager gives constructive feedback even when it's uncomfortable. | Likert 1–5 |
Block C: Self-reflection — questions for the manager themselves
Self-assessment is worthless if it only confirms the manager's existing self-perception. Effective self-reflection questions demand a blind-spot analysis. Recommended: 5–8 items.
| Item ID | Question | Type |
|---|---|---|
| C1 | I communicate priorities clearly so my team knows what comes first. (Self-assessment) | Likert 1–5 |
| C2 | I give specific, behavior-focused feedback regularly — not just at annual reviews. | Likert 1–5 |
| C3 | My team feels comfortable bringing me bad news. | Likert 1–5 |
| C4 | In what situations am I myself an obstacle for my team? | Open |
| C5 | What's the last feedback I actively sought from my team — and what did I change as a result? | Open |
| C6 | When did I last truly coach (questions instead of answers) — and when did I slip into instruction mode? | Open |
Block D: Bonus items for specific contexts
Depending on company context, team size, and leadership level, the following additional items may be relevant.
Remote and hybrid leadership
- D1: My manager creates a sense of cohesion and belonging even at a distance. (Likert)
- D2: My manager's async communication is clear and complete — I rarely need to follow up. (Likert)
- D3: How does your manager ensure remote team members have the same visibility as those in the office? (Open)
Diversity, equity and inclusion
- D4: My manager actively considers diverse perspectives when making decisions. (Likert)
- D5: All team members receive equal development opportunities — regardless of background or position. (Likert)
Change leadership and resilience
- D6: During periods of change, my manager provides direction and remains approachable. (Likert)
- D7: My manager conveys confidence without glossing over problems. (Likert)
How to assemble the bank into a survey
| Rater group | Recommended items | Total length |
|---|---|---|
| Direct reports (upward) | A1–A18: select 8–12 + 2–3 open questions | 10–15 items |
| Peers (colleagues) | B1–B7: select 5–6 + 1–2 open questions | 6–8 items |
| Self-reflection | C1–C6: all or select 4–5 | 5–6 items |
| Context-specific | D1–D7: add 2–3 as relevant | 2–3 items |
Important: Frankli recommends using no more than 25 items per rater group — above that, dropout rates increase noticeably. Better to have fewer high-quality questions completed than a comprehensive set that gets abandoned.
Quality criteria for strong 360° feedback questions
| Criterion | Good example | Poor example |
|---|---|---|
| Behavioral anchor | "My manager gives feedback on my specific behavior." | "My manager is a good coach." |
| Clarity | "Decisions are communicated with explanation." | "My manager communicates well." |
| Observability | "I receive assignments that stretch me." | "My manager appreciates my potential." |
| No double-barreled questions | "My manager is accessible when I need help." | "My manager is accessible and responds quickly." |
FAQ: Common questions about the manager 360° question bank
Which questions yield the most honest feedback?
Behavior-anchored questions tied to observable situations. "My manager gives feedback on my specific behavior" is sharper than "My manager is a good coach." Pair each Likert item with an optional prompt for a concrete example to generate the richest qualitative data.
How many raters do I need for valid results?
At least 5 people per rater group to preserve anonymity and statistical stability. In very small teams, a structured individual interview may be more meaningful than an anonymous survey.
Should I prioritize scales or open-ended questions?
Both serve a purpose: Likert scales enable comparisons and trend-tracking. Open-ended questions deliver the qualitative insight that makes numbers meaningful. Recommended ratio: 70% Likert, 30% open.
Can I use this bank for all leadership levels?
As a starting point, yes — but adapt the items. A VP level needs more items on strategic direction and stakeholder management; a front-line team leader needs more on operational clarity and direct coaching.
What is the difference between upward feedback and 360° feedback?
Upward feedback is one component of the 360° process: only direct reports rate their manager. A full 360° adds peer feedback, self-reflection, and potentially input from the manager's own supervisor. More perspectives yield a more complete picture — but also a more complex evaluation process.
How do I prevent socially desirable responses?
Guarantee complete anonymity, use results exclusively for development (no salary impact), and have leadership participate in the process themselves. Gallup's research shows that when leaders openly engage with their own feedback, response quality across the entire process improves.
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.
