Consultation

Consultation measures how far your manager involves you in examining options before a decision that belongs to them and directly affects your work: gather the useful information and then decide, or discuss the options with you and weigh your view before making the call. Research on participation in decisions gives a realistic measure of what it produces: a reanalysis of the available evidence concludes that its effect on performance and satisfaction is real but modest [1]. Another outcome studied is the sense of fairness: being able to speak before the decision strengthens it, more than speaking afterwards, even when the view does not change the outcome [2]. The axis measures this place given to your perspective, not the quality of the final decision.

The axis is visible in priority trade-offs, method choices, organisational changes and any decision that directly affects your work. The gap is felt when the decision lands: learning of a call already made on your scope, or conversely being consulted on a point where you had nothing to add. Timing matters in itself: research on procedural justice shows that speaking before the decision raises the sense of fairness more than speaking afterwards [2]. The level of consultation also varies with urgency and stakes: a manager may consult on the quarter's organisation and decide alone in a crisis, and it is the habitual behaviour that the question asks you to assess. Scientific scope: the cited studies examine workplace behaviours, conditions or outcomes. They do not directly validate this preference scale or an individual PIMPmyBOSS compatibility score.

The score describes a situated preference or a perceived behaviour. It is neither a personality diagnosis, a norm nor a verdict on professional quality.