Performance Management

Top 100 Performance Review Questions You Should Ask Your Leaders To Drive Organisational Success

Wraps up in 20 Minutes

Author: Gavin Altus

Published On April 23, 2026

Let’s be honest, most performance reviews in Australia are about as exciting as watching a spreadsheet load on a Monday morning.

You sit across from your team member, run through a checklist of tick-boxes, mutter something vague about ‘communication skills’ and ‘alignment’, and everyone leaves wondering why they bothered.

But here’s the thing: when you flip the performance review around and start asking your leaders the hard questions, magic happens.

Leadership performance reviews are not just good practice; they are essential.

According to Gallup’s research (gallup.com), managers account for at least 70% of the variance in team engagement scores.

That means the quality of your leaders directly shapes how much your people want to show up. And that shapes your bottom line.

This guide gives you 100 sharp, thoughtful, and genuinely useful performance review questions for leaders which their team mates can ask.

Whether you are in HR, a senior executive, a people manager, or a business owner in Australia, these questions will help you uncover what is working, what is not, and where your organisation needs to grow.

Why Performance Reviews for Leaders Actually Matter

Most organisations evaluate frontline employees regularly.

That part, everyone gets. But leaders? Too often, they get a quiet nod, a ‘good work this year’, and a salary review buried inside a 45-minute Zoom call.

That is a problem.

Leaders set the tone. They shape culture. They make daily decisions that affect real people’s careers and livelihoods.

If a leader is disengaged, micromanaging, or simply not growing, the entire team feels it.

According to Harvard Business Review, organisations that conduct regular leadership reviews see measurably higher team performance, stronger retention, and better business outcomes.

The data is clear. The practice, unfortunately, is not always common.

Structured performance reviews for leaders serve three key purposes:

They create accountability. When leaders know they will be assessed on specific behaviours, such as coaching, transparency, and decision-making, they are more intentional about those behaviours.
They surface blind spots. Even exceptional leaders have areas they cannot see in themselves. A structured review process helps bring those to light without guesswork.
They drive development. Leadership is not a destination. It is an ongoing practice. Great questions open conversations about growth that rarely happen organically.

Now let’s get into the questions.

1. Strategic Vision & Direction (Q1-10)

Leadership starts with knowing where you are going and communicating it in a way that makes sense to the people doing the work.

These questions test whether your leaders have a clear strategic compass and can bring others along for the ride.

How clearly have you articulated the team’s vision and long-term goals to your direct reports in the past 12 months?
Can you walk us through how your team’s work directly contributes to the organisation’s strategic priorities?
How do you ensure your team stays aligned with changing business objectives without losing momentum?
What steps have you taken to translate the company’s strategy into day-to-day priorities for your team?
How do you handle it when your team’s direction conflicts with another department’s goals?
Describe a time when you had to pivot your team’s strategy mid-year. How did you manage that transition?
How do you ensure that long-term goals do not get buried under short-term urgencies?
What is your process for setting quarterly or annual priorities with your team?
How do you stay informed about industry trends, and how do those trends influence your team’s direction?
How confident is your team in understanding where the organisation is headed, and how do you know?

2. Communication & Transparency (Q11-20)

Poor communication is the silent killer of Australian workplaces.

It is responsible for misaligned expectations, festering frustrations, and that special kind of meeting where everyone leaves more confused than when they arrived.

These questions help you assess whether your leaders communicate with clarity, honesty, and purpose.

11. How do you ensure important information reaches every member of your team in a timely and consistent way?
12. How transparent are you with your team about business challenges and difficult decisions?
13. How do you tailor your communication style to different personalities and working styles within your team?
14. Describe how you deliver difficult feedback. What approach do you take, and how do you ensure it is received constructively?
15. How do you create psychological safety so that your team members feel comfortable speaking up or disagreeing with you?
16. What is your cadence for one-on-one conversations with your direct reports, and what do you cover in those meetings?
17. How do you communicate upward to your own manager when you have concerns or need support?
18. How do you manage rumours or uncertainty within your team during periods of organisational change?
19. Can you give an example of a time when a communication breakdown occurred on your team and how you resolved it?
20. How do you measure whether your communication is landing, not just being sent?

3. Team Development & Mentoring (Q21-30)

A leader who does not develop their people is essentially hoarding talent. And talent that is not growing is talent that is already halfway out the door.

According to LinkedIn’s 2023 Workplace Learning Report, 94% of employees say they would stay at a company longer if the company invested in their career development.

Ask your leaders how seriously they take that responsibility.

21. How do you identify and actively develop the career aspirations of each of your direct reports?
22. What specific actions have you taken in the past year to help your team members grow professionally?
23. How do you handle a high-potential employee who is not yet performing at the level their potential suggests?
24. Can you describe an example where your coaching directly contributed to a team member’s career advancement?
25. How do you balance the operational demands of the team with making time for mentoring and development conversations?
26. What is your approach to succession planning within your team?
27. How do you create development opportunities for team members who are not in line for immediate promotion?
28. How do you adapt your coaching approach for someone who is a high performer versus someone who is struggling?
29. How do you ensure your team members have access to stretch assignments and growth opportunities?
30. What skills do you believe your team collectively needs to develop over the next 12 months, and what is your plan to address that?

4. Decision-Making & Problem-Solving (Q31-40)

Every organisation wants leaders who can make good decisions under pressure. But what does that look like in practice?

These questions dig beneath the surface.

31. Walk us through your decision-making process when you are faced with a high-stakes or time-sensitive problem.
32. How do you decide when to decide independently versus when to involve your team or escalate upward?
33. Can you describe a decision you made in the past year that you would make differently in hindsight? What did you learn?
34. How do you manage decision fatigue when you are under sustained pressure?
35. How do you approach decisions when the data is incomplete or ambiguous?
36. How do you balance speed and thoroughness when making decisions in a fast-moving environment?
37. Describe a time you had to make an unpopular decision. How did you communicate it, and how did you handle the pushback?
38. How do you ensure diverse perspectives are considered before major decisions are made?
39. What frameworks or tools do you use when solving complex organisational problems?
40. How do you recover and course-correct when a decision you made did not produce the intended result?

5. Employee Engagement & Wellbeing (Q41-50)

Australia has a workplace wellbeing problem.

Safe Work Australia reports that stress, burnout, and work-related mental health conditions cost Australian employers an estimated $17.2 billion per year in lost productivity (safeworkaustralia.gov.au).

Your leaders are either part of the solution or part of the problem. These questions help you find out which.

41. How do you currently monitor the well-being and engagement levels of your team members?
42. What specific actions have you taken this year to foster a psychologically safe work environment?
43. How do you notice early signs of burnout in your team, and what do you do about it?
44. How do you personally model healthy boundaries between work and life, and does your team feel safe doing the same?
45. What is your approach to recognising and celebrating the contributions of your team members?
46. Can you describe a situation where you noticed a team member struggling and how you supported them?
47. How do you ensure workload distribution is equitable across your team?
48. What steps do you take when a team member raises a concern about their mental health or personal difficulties?
49. How do you gather honest feedback about whether your team feels engaged and supported?
50. How has your team’s overall engagement level changed in the past 12 months, and what do you attribute that to?

6. Accountability & Ownership (Q51-60)

Nothing erodes team culture faster than a leader who takes credit when things go well and blames someone else when things go sideways. These questions get to the heart of whether your leaders truly own their outcomes, good and bad.

51. How do you hold yourself accountable when your team misses a goal or deadline?
52. How do you build a culture of accountability within your team without creating a culture of fear?
53. Can you give an example where something went wrong under your leadership? How did you respond, and what changed as a result?
54. How do you set clear expectations and follow up on commitments with your direct reports?
55. How do you handle situations where a team member consistently fails to meet agreed standards?
56. How transparent are you with your own manager about setbacks or underperformance within your team?
57. How do you separate accountability from blame in post-mortem or lessons-learned conversations?
58. What systems or processes do you use to track follow-through on commitments across your team?
59. How do you maintain standards and accountability during periods of rapid change or high pressure?
60. How do you empower your team members to own their own outcomes rather than relying on you to resolve every problem?

7. Innovation & Change Management (Q61-70)

The Australian business landscape is changing fast.

Digital transformation, AI adoption, hybrid work models, and shifting customer expectations are all demanding leaders who can manage change without causing chaos.

These questions test whether your leaders are leading change or just surviving it.

61. How do you encourage creative thinking and new ideas within your team?
62. Describe a significant change your team navigated in the past year. How did you lead them through it?
63. How do you handle resistance to change from within your team?
64. What have you done to create an environment where your team feels safe to experiment and occasionally fail?
65. How do you stay current with emerging tools, technologies, or methodologies relevant to your team’s work?
66. Can you describe a time you championed an innovation that had a measurable positive impact on your team or organisation?
67. How do you prioritise which changes to pursue versus which to postpone or decline?
68. How do you help your team maintain performance and morale during disruptive periods of change?
69. How do you balance preserving what works with being open to doing things differently?
70. What does your approach to continuous improvement look like in practice, not just in theory?

8. Collaboration & Cross-Team Relationships (Q71-80)

In many organisations, the biggest barriers to success are not external.

They are internal silos that operate like rival kingdoms rather than parts of a cohesive group.

Leaders who build bridges across teams create exponentially more value than those who operate in isolation.

71. How do you actively foster collaboration between your team and other departments or business units?
72. Describe a situation where you resolved a significant conflict between your team and another team. What was your approach?
73. How do you manage competing priorities when your team’s work depends on another team’s output?
74. How do you model collaborative behaviour for your team, not just talk about it?
75. What relationships have you intentionally built across the organisation this year, and why were those relationships important?
76. How do you ensure your team contributes positively to cross-functional projects rather than protecting its own territory?
77. How do you handle it when another leader’s decisions negatively impact your team?
78. How do you share knowledge, resources, or best practices with peer leaders in the organisation?
79. How do you represent your team’s interests at the leadership table without undermining the broader organisational goals?
80. What have you done to break down silos between teams in the past 12 months?

9. Performance & Goal Setting (Q81-90)

Great leaders do not just set goals; they set the right goals, communicate why they matter, and create the conditions for people to achieve them.

These questions evaluate whether your leaders are strategic goal-setters or just clipboard carriers.

81. How do you set goals with your team that are ambitious but also realistic and achievable?
82. What is your process for reviewing progress against goals throughout the year, not just at the end?
83. How do you ensure your team’s goals are aligned with the broader organisational objectives and OKRs?
84. How do you adjust team goals when external circumstances change mid-cycle?
85. How do you differentiate between a team member who is underperforming due to lack of effort versus lack of capability or support?
86. What metrics do you use to assess the overall performance of your team, beyond just output numbers?
87. How do you use data to inform your performance conversations and decisions?
88. How do you manage performance issues early before they escalate to formal processes?
89. How do you set expectations around quality, not just quantity, of work?
100. How do you communicate the ‘why’ behind performance targets, so your team is motivated, not just compliant?

10. Leadership Growth & Self-Awareness (Q91-100)

The best leaders are the ones who know what they do not know.

Self-awareness is, without question, one of the most important predictors of long-term leadership effectiveness.

Research published in Harvard Business Review found that self-aware leaders consistently make better decisions, build stronger relationships, and communicate more effectively.

These final ten questions are the ones most leaders are not asked but probably should be.

91. What do you consider your greatest leadership strength, and how have you actively leveraged it this year?
92. What is the leadership behaviour you are most actively working to improve right now?
93. How do you seek feedback on your own performance from your team, peers, and manager?
94. Describe a piece of feedback you received in the past year that was hard to hear but that you acted on. What changed?
95. How has your leadership style evolved over the past two to three years, and what drove that evolution?
96. What leadership books, courses, mentors, or practices are you currently drawing on to develop yourself?
97. How do you manage your own stress, and how does your stress level affect your team when it is high?
98. What legacy do you want to be known for as a leader, and are your current actions consistent with that?
99. Where do you feel most stretched or underprepared in your current role, and what support would help?
100. If your direct reports were asked to describe your leadership in three words, what do you think they would say, and what would you want them to say?

How to Use These Questions Effectively

Having 100 great questions is only useful if you put them to work. Here is a practical framework for using these questions in your organisation.

1. Do Not Use All 100 at Once

Pick 8 to 12 questions that are most relevant to the leader’s role, seniority level, and the current organisational priorities.

A performance review is a conversation, not an interrogation. Keep it human.

2. Share Questions in Advance

Send the selected questions to the leader at least one week before the review.

This gives them time to reflect genuinely rather than improvise on the spot. Thoughtful answers are more useful than quick ones.

3. Use Follow-Up Questions

The 100 questions above are conversation starters, not conversation enders.

When a leader gives a strong answer, ask: ‘Can you give me a specific example?’ When an answer is vague, ask: ‘What did you actually do differently as a result?’ Specificity is where the real insights live.

4. Balance Looking Back with Looking Forward

A great performance review is roughly 40% retrospective and 60% forward focused.

Yes, you need to assess what happened, but the real value lies in creating clarity and commitment about what happens next.

5. Document Outcomes

Capture agreed-upon development goals and commitments in writing. Set a date to review progress. A conversation without accountability is just a pleasant chat.

Final Thoughts

Performance reviews should not be a one-way street.

If your organisation spends significant energy reviewing the performance of frontline employees but let’s leaders coast through vague annual conversations, you are missing the single greatest lever available to you.

The 100 questions in this guide are not meant to catch leaders out.

They are about creating the kind of honest, purposeful conversations that help good leaders become great leaders and become genuinely transformational.

Start with a handful. Be consistent. Create a process you can sustain.

And most importantly, make it safe for your leaders to be honest because the goal is not a perfect performance review. The goal is a better organisation.

Frequently Asked Questions (FAQs)

1. What questions should I ask my leader during a performance review?

When reviewing your leaders, focus on areas that directly affect team performance and your own career growth. Good questions include: ‘What are your expectations of me in the next 6–12 months?’ ‘What is the biggest opportunity you see for our team to improve?’, and ‘How can I better support you as a leader?’ From a leadership review standpoint, asking leaders about their strategic vision, how they handle conflict, and how they develop their team members are among the most valuable lines of enquiry. The goal is honest, productive dialogue, not a performance theatre exercise.

2. How do you conduct a leadership performance review in Australia?

A structured leadership performance review in an Australian context typically involves three components: a self-assessment by the leader, input from their direct reports and peers (often via a 360-degree feedback process), and a structured one-on-one conversation with their own manager or HR representative. Under the Fair Work Act 2009, there is no specific legal requirement to conduct performance reviews, but best practice, as outlined by organisations such as the Australian Industry Group and Fair Work Australia, recommends conducting them at least annually. Reviews should be documented, fair, consistent, and focused on both performance and development.

3. What are good performance review questions for senior leaders or executives?

For senior leaders and executives, performance review questions should focus on strategic outcomes, organisational culture, leadership pipeline development, and stakeholder relationships. Good examples include: ‘How have you advanced the organisation’s strategic goals this year?’, ‘What have you done to build leadership capability below you?’, and ‘How have you contributed to a positive organisational culture?’ Executive reviews often incorporate broader business metrics, revenue growth, employee retention, innovation outcomes, and cultural health indicators alongside behavioural competencies.

4. How often should performance reviews for leaders be conducted?

Best practice recommends a formal performance review for leaders at least once per year, with informal check-in conversations every quarter. Annual reviews provide a structured opportunity to assess outcomes and set new goals, while quarterly conversations allow for timely feedback and course correction. Research from Gartner found that organisations that hold ongoing performance conversations rather than relying solely on annual reviews see up to 14% higher employee performance. For leaders specifically, consistent feedback loops are particularly important given the downstream impact leadership behaviour has on teams.

5. What is the difference between a 360-degree review and a standard performance review for leaders?

A standard performance review for a leader typically involves input from the leader’s own manager, a top-down evaluation of the leader’s performance against agreed goals and competencies. A 360-degree review, by contrast, gathers structured feedback from multiple sources: the leader’s manager, direct reports, peers, and sometimes key external stakeholders. The leader also typically completes a self-assessment. 360-degree reviews provide a far completer and more balanced picture of a leader’s effectiveness, particularly in areas like communication, team development, and interpersonal behaviour that a manager may not directly observe. For leadership performance reviews, a 360-degree approach is widely considered the gold standard.

6. How do you measure leadership performance beyond just business results?

Business outcomes are important, but they tell only part of the story. Leadership performance can also be measured through team engagement scores, employee retention rates within the leader’s team, 360-degree feedback ratings, the number of high-potential employees developed and promoted, the quality of the team’s culture and psychological safety, and the frequency and quality of development conversations held. Many Australian organisations are now adopting leadership scorecards that balance ‘what’ leaders deliver (quantitative results) with ‘how’ they deliver it (behaviours and culture). This dual-lens approach is more predictive of long-term organisational health than results alone.

7. What should a manager say about themselves in a self-assessment performance review?

A high-quality leader self-assessment should be honest, specific, and balanced. It should include concrete examples of achievements and impact, a candid acknowledgment of areas where performance fell short or where development is needed, reflection on behaviours not just outputs, and clear goals and commitments for the period ahead. Leaders who use their self-assessment to simply recap achievements without acknowledging any growth areas tend to lose credibility in the review process. The ability to self-assess honestly is itself a mark of strong leadership.

8. How do you give constructive feedback to a leader without damaging the relationship?

Constructive feedback for leaders works best when it is specific, evidence-based, and delivered in a private, respectful setting. Lead with genuine recognition of what is working before addressing development areas. Frame feedback around observable behaviours and their impact, not personal judgments about character. For example, instead of ‘You are not a very good communicator’, try: ‘There have been a few instances this year where key decisions were not communicated to the team until quite late, which created confusion and some frustration. I’d love to explore how we can improve that together’. Research from Harvard Business Review also suggests that focusing feedback on strengths and future-oriented improvements rather than cataloguing past failures produces significantly better outcomes for both the individual and the organisation.

Disclaimer: The information provided in this blog post is intended for general informational and educational purposes only. It does not constitute legal, HR, or professional advice. While every effort has been made to ensure accuracy and reference credible sources, organisational contexts vary significantly.