Free CSJT Leadership and Influencing Questions and Answers 1 — Questions and Answers
Question 1: You are leading a cross-departmental team on a high-profile policy initiative. The team is composed of individuals with varied communication styles and departmental priorities. During a crucial meeting, a debate becomes heated, and two senior members publicly disagree on the best approach, causing tension and stalling progress. What is the most effective leadership action to take in this situation?
- Acknowledge the different viewpoints, pause the debate, and propose a separate, facilitated session with the key individuals to find common ground before reconvening the full team. (Correct answer)
- Side with the individual whose argument you believe is stronger to make a quick decision and maintain momentum.
- Ask both individuals to email you their arguments after the meeting and announce that you will make the final decision alone.
- Let the debate continue, as open conflict is sometimes necessary for the best ideas to emerge.
Correct answer: Acknowledge the different viewpoints, pause the debate, and propose a separate, facilitated session with the key individuals to find common ground before reconvening the full team.
This option demonstrates key aspects of the 'Leadership' and 'Communicating and Influencing' behaviours. It shows respect for differing views, de-escalates a public conflict, and promotes collaboration ('Working Together'). By proposing a facilitated session, the leader takes control while empowering team members to resolve the issue constructively, ensuring the team's objective remains the focus.
Question 2: Which of the following statements BEST encapsulates the Civil Service behaviour of 'Communicating and Influencing'?
- Delegating tasks clearly and monitoring team performance against set deadlines.
- Using evidence and knowledge to support accurate, expert decisions and advice.
- Communicating purpose and direction with clarity, integrity, and enthusiasm, while respecting the opinions of others. (Correct answer)
- Focusing on continuous learning and development for oneself, others, and the organisation as a whole.
Correct answer: Communicating purpose and direction with clarity, integrity, and enthusiasm, while respecting the opinions of others.
This answer directly aligns with the official definition of the 'Communicating and Influencing' behaviour. It covers the core components: clarity and integrity in communication, inspiring others with enthusiasm, and being receptive to different viewpoints to build trust and consensus.
Question 3: A junior member of your team has been asked to present their work to senior stakeholders for the first time. They are highly capable but express significant anxiety about public speaking. As their leader, what is the most effective way to support them?
- Tell them not to worry and that it will be fine, as expressing confidence in them is sufficient.
- Take over the presentation yourself to ensure it is delivered perfectly and to spare them the anxiety.
- Insist they must do it alone as it is a critical skill they need to develop through experience.
- Offer to help them prepare, run a practice session to provide constructive feedback, and suggest you co-present the introduction to ease them in. (Correct answer)
Correct answer: Offer to help them prepare, run a practice session to provide constructive feedback, and suggest you co-present the introduction to ease them in.
This approach is consistent with the 'Leadership' and 'Developing Self and Others' behaviours. It is empowering, supportive, and developmental. By coaching, providing feedback, and offering shared responsibility, the leader builds the team member's confidence and capability for the future, rather than either avoiding the issue or forcing them into a sink-or-swim situation.
Question 4: You need to influence a senior manager in another department to secure resources for your project. The manager is known to be data-driven and skeptical of new initiatives. What is the most effective initial approach?
- Arrange a formal meeting and present a comprehensive business case with clear data, evidence, and an analysis of risks and benefits. (Correct answer)
- Rely on your strong working relationship and have an informal chat to persuade them based on your shared goals.
- Go to your own director first and ask them to use their authority to secure the resources from the other department.
- Focus on the enthusiastic vision for the project, hoping your passion will be persuasive enough.
Correct answer: Arrange a formal meeting and present a comprehensive business case with clear data, evidence, and an analysis of risks and benefits.
This choice demonstrates the 'Communicating and Influencing' behaviour by tailoring the approach to the audience. Recognising the manager is data-driven, the most persuasive method is to present a logical, evidence-based argument that addresses their likely concerns. This shows respect for their working style and uses an objective basis for the request.
Question 5: As a leader, you are responsible for communicating a new, and potentially unpopular, organisational change to your team. To be effective and maintain trust, you should primarily aim to:
- Present the change as a non-negotiable directive from senior management to deflect any potential negativity from yourself.
- Focus only on the positive aspects of the change to boost morale, avoiding the potential downsides.
- Explain the reasons and context for the change honestly, acknowledge potential challenges, and listen to the team's concerns. (Correct answer)
- Implement the change immediately with minimal discussion to prevent the spread of rumours or resistance.
Correct answer: Explain the reasons and context for the change honestly, acknowledge potential challenges, and listen to the team's concerns.
This option aligns with the 'Leadership' behaviour of communicating with honesty, integrity, and respect. Effective leaders build trust by being transparent, explaining the 'why' behind decisions, and engaging with their team's feedback and concerns, even when the message is difficult. This fosters a more inclusive and supportive environment during a period of change.
Question 6: Which of the following actions is LEAST aligned with the Civil Service behaviour of 'Leadership'?
- Publicly recognising and praising the achievements of team members to foster a positive environment.
- Creating and engaging others in delivering a shared vision for the team's work.
- Consistently taking on the most complex tasks yourself to ensure they are completed to the highest standard. (Correct answer)
- Championing inclusion and considering the diverse needs and ideas of all team members.
Correct answer: Consistently taking on the most complex tasks yourself to ensure they are completed to the highest standard.
While ensuring high standards is important, consistently taking the most complex tasks yourself undermines the 'Leadership' and 'Developing Self and Others' behaviours. True leadership involves empowering and developing team members by delegating challenging work, providing support, and building their capability and confidence, rather than micromanaging or failing to trust them with responsibility.
Free CSJT Leadership and Influencing Questions and Answers 1
You are leading a cross-departmental team on a high-profile policy initiative.
The team is composed of individuals with varied communication styles and departmental priorities.
During a crucial meeting, a debate becomes heated, and two senior members publicly disagree on the best approach, causing tension and stalling progress.
What is the most effective leadership action to take in this situation?
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