Free Situational Judgement Ultimate Question and Answers — Questions and Answers
Question 1: You are in charge of a sizable department store. The size of the sales/service teams on your staff varies, and each team is in charge of overseeing the department's customer orders. You've been alarmed by the growing indications of low team morale among the top three teams. <br> What do you think you're "MOST LIKELY" to do next?
- Hold a brainstorm meeting for all team leaders to get some fresh ideas.
- Approach some staff from each of the three teams for an informal chat.
- Leave things to settle down a little bit longer, rather than causing anyone distress.
- You summon the three team leaders separately to hear their ideas and explanations. (Correct answer)
Correct answer: You summon the three team leaders separately to hear their ideas and explanations.
Summoning the team leaders separately is the most appropriate first step. It respects the chain of command, allows for confidential and direct discussion with those responsible for the teams, and enables you to gather specific insights and explanations regarding the morale issues without causing broader alarm or distress among all staff.
Question 2: You assigned both individual and team goals for the first time last week as a relatively new graduate trainee manager. Everyone on your team has been instructed to collaborate and finish all assignments by the end of the week. Sadly, it is now abundantly clear to you that none of the team goals have been accomplished. Your individual goals only had a mixed record of success, in fact. <br> What do you think you're "LEAST LIKELY" to do next?
- Organize a team meeting to discuss attitudes and lack of effort being shown.
- Mail the team an urgent request to work more closely together. (Correct answer)
- Scrap the objective setting idea since it clearly doesn’t work.
- Use 1-on-1's to discuss effective targets and to jointly agreeing new ones.
Correct answer: Mail the team an urgent request to work more closely together.
Mailing an urgent request to work more closely together is the least likely to be effective. It's an impersonal and passive approach that fails to address the underlying reasons for the lack of collaboration or unmet goals. Effective team management requires direct engagement, discussion, and collaborative problem-solving, which an email cannot provide.
Question 3: You're in charge of your overworked nursing team's daily huddle. A new, junior team member has been frequently interrupting other team members as they discuss their own issues (from yesterday). You suspect they're attempting to impress their new team by monopolizing the medical solutions to every problem raised. <br> What do you think you're "LEAST LIKELY" to do next?
- Assuming the others agree with you; state what you think is happening here. (Correct answer)
- Firmly suggest to your new colleague that it's fairer to let everyone contribute.
- Ask why your more experienced team members are not offering their own solutions.
- Tell the new nurse to stop distracting everyone from alternative solutions.
Correct answer: Assuming the others agree with you; state what you think is happening here.
Directly stating 'what you think is happening here' by accusing a new team member of trying to impress others is highly confrontational, unprofessional, and speculative. This approach is likely to embarrass, alienate, and demotivate the individual, damaging team dynamics rather than resolving the issue constructively.
Question 4: A more specialized customer service helpdesk is under your management at your new job, which you just started. Even in your 1-to-1 meetings, you quickly learn during your first few weeks on the team that the majority of people are introverts and rarely engage in conversation. Because of the lack of teamwork, job satisfaction is quite low. <br> What do you think you're "MOST LIKELY" to do next?
- familiarize yourself with the team objectives, then email regular updates on each one's progress.
- Implement compulsory training courses on interpersonal skills as soon as possible.
- Start by introducing half-hour, weekly catch-up meetings for the while team. (Correct answer)
- Call a one-off emergency meeting to highlight objectives and the lack of collaboration.
Correct answer: Start by introducing half-hour, weekly catch-up meetings for the while team.
Introducing half-hour, weekly catch-up meetings provides a structured, low-pressure environment for introverted team members to gradually engage and contribute. This consistent, gentle approach fosters communication and teamwork over time, which is more effective than drastic measures or confrontational meetings for a team with low job satisfaction due to lack of interaction.
Question 5: Working in the field of public health during a widespread pandemic, you are a very busy team leader. You are currently taking part in the team's most recent biweekly online presentation on individual projects, which is presented by a different team member each week. The time allotted to this project manager has already been exceeded. Your team as a whole is currently showing signs of boredom. You both concur that this presentation is running too long. <br> What do you think you're "MOST LIKELY" to do next?
- It's the presenter's responsibility to manage time, so this is not your responsibility.
- Wrap-up the session by secretly messaging the whole team to ask questions now.
- Gently wrap up the session, then hold a presentation review later that day. (Correct answer)
- You decide to leave the meeting explaining you have urgent work to do asap.
Correct answer: Gently wrap up the session, then hold a presentation review later that day.
As the team leader, it's your responsibility to manage meeting time and effectiveness. Gently wrapping up the session is professional and respectful to the presenter, while a subsequent presentation review allows for constructive feedback without embarrassing them in front of the team. This balances immediate action with thoughtful follow-up.
Question 6: You work in a sales office with an open floor plan, but you find it difficult to focus because a noisy coworker is sitting next to you. Although you are not the only one who has been inconvenienced, nobody has spoken up or taken any action. <br> What do you think you're "LEAST LIKELY" to do next?
- Talk to your noisy colleague and request more reasonable behaviour
- Email your noisy colleague to complain, cc'ing in your manager
- Make even more noise than this colleague - to show them just annoying it is. (Correct answer)
- Refer the matter to your line manager, since they have overall responsibility.
Correct answer: Make even more noise than this colleague - to show them just annoying it is.
Making even more noise than your colleague is highly unprofessional, childish, and counterproductive. This action would escalate the problem, create further disruption, and is not a constructive way to address workplace conflict. A professional would attempt to resolve the issue through direct communication or by escalating it to management.
Question 7: The number of open cases in your accounts department keeps growing. Numerous staffing issues (numbers, training, etc.) are to blame for this. The end result is that the majority of your younger coworkers now routinely miss the goal deadline each week. Prioritize fixing this problem as the team's leader so it doesn't escalate into a bigger crisis. <br> What do you think you're "MOST LIKELY" to do next?
- Meet with the team to tell them what you believe is causing the problems.
- Stay positive - and ask your immediate superior for additional resources. (Correct answer)
- Communicate to your team that you are resolving the problems personally.
- Remind your team of the problems and the clear need to meet every deadline.
Correct answer: Stay positive - and ask your immediate superior for additional resources.
Recognizing that the problem stems from 'numerous staffing issues (numbers, training, etc.)' means the most effective first step is to address these root causes. Asking your immediate superior for additional resources demonstrates proactive leadership and seeks the necessary support to resolve systemic problems, rather than just managing symptoms.
Free Situational Judgement Ultimate Question and Answers
You are in charge of a sizable department store.
The size of the sales/service teams on your staff varies, and each team is in charge of overseeing the department's customer orders.
You've been alarmed by the growing indications of low team morale among the top three teams.
What do you think you're "MOST LIKELY" to do next?
What Practice Test Geeks adds beyond an AI chat for Situational Judgement Test
An AI chatbot can quiz you, but it can't reproduce the exam conditions or keep your record. Here you get:
- A timed, full-length Situational Judgement Test mock exam — 40 questions in 40 minutes with a 70% pass mark, modeled on the official exam's question count and time limit, followed by a score report broken down by exam domain.
- A fixed Situational Judgement Test question bank: the same test every attempt, so your score is comparable from one try to the next instead of changing with every regenerated quiz.
- Progress saved on your device: completed tests, scores and missed questions stay in My Progress, so you can retake only what you got wrong.
- A printable Situational Judgement Test cheat sheet you can print or save as a PDF.
- Situational Judgement Test flashcards built from the same question bank.
These practice questions were written with AI tools. They are not real exam questions. We have not yet matched this exam's facts to an official source, so confirm fees, dates and rules with the exam body. Not reviewed by a subject-matter expert. Editorial policy