Background Front‐line managers play an important role in managing the performance of staff working in services for people with intellectual disability, but little is known about the practices they prefer to use to improve staff performance and whether these align with what research has shown to be effective. Method This study comprised two phases. First, the present authors tested the validity and reliability of a short questionnaire designed to evaluate managers’ preferences for performance improvement practices. Then, the present authors collected and analysed responses from 175 managers working in disability services in Queensland, Australia. Results The questionnaire demonstrated good content validity, concurrent validity and test–retest reliability. The participants believed strategies related to changing employee individual characteristics to be more effective than strategies aimed at improving environmental factors. Conclusions This study provides important considerations regarding the professional development needs of front‐line managers working in organizations that provide services to people with intellectual disability.