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CIPS L6M1 Exam Syllabus Topics:

Topic
Details

Topic 1

Understand and apply ethical practices and standards: This section measures the skills of Regulatory Compliance Managers and assesses regulations that impact the ethical employment of people.

Topic 2

Contrast the sources of power: This section targets Diversity and Inclusion Officers and analyzes how equality and diversity issues relating to the supply chain can be used to improve strategic effectiveness.

Topic 3

Compare leadership techniques: This section measures the skills of Stakeholder Engagement Managers and evaluates how to create a communication plan to influence personnel in the supply chain. It covers stakeholder analysis, how to obtain buy-in to supply chain strategies, and the use of the Internet for publishing information. A key skill measured is obtaining stakeholder buy-in effectively.

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CIPS Strategic Ethical Leadership Sample Questions (Q21-Q26):

NEW QUESTION # 21
SIMULATION
Discuss internal and external sources of change (10 points). What is a Forcefield Analysis and how can this help a leader plan for change? (15 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Overall explanation
Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.
Essay Plan
Divide into two separate answers
1) Internal changes; personnel, systems, structure. External changes; STEEPLED and Porter - legislation, economy, technology, competitors.
2) Intro: what is a forcefield analysis? Explain how to do one. Then How can it help? Define objectives, impact on communication strategy Example Essay Change is a constant in the business world, and organizations must adapt to various internal and external forces to remain competitive and relevant. Understanding the sources of change is crucial for managing transformations effectively. In this essay, we will explore the distinction between internal and external sources of change and discuss how they impact personnel, processes, and company structure.
Sources of Internal Change within a Business:
People Changes: Changes in personnel, such as hiring, firing, promotions, and retirements, can have a profound impact on an organization. New hires may require training and onboarding, potentially affecting productivity during the transition. Terminations or layoffs may lead to temporary disruptions and workload adjustments for remaining employees. Moreover personnel changes can influence the organization's culture. New employees may bring different values and perspectives, while the loss of experienced employees can result in a shift in the workplace culture. Promotions and changes in leadership positions can influence decision-making, team dynamics, and the overall direction of the organization.
Systems Changes: Implementing or modifying systems, including software, technology, or operational procedures, can significantly affect how an organization operates. Well-planned systems changes can lead to increased operational efficiency, reduced errors, and improved decision-making, but employees may need time to adapt to new systems, potentially causing a temporary decrease in productivity. Moreover, systems changes can impact data storage, retrieval, and analysis, influencing how information is utilized within the organization.
Company Structure Changes: Altering the organization's structure, including hierarchies, departments, or reporting lines, can reshape how work is organized and executed. Employees who experience shifts in job roles, responsibilities, or reporting relationships, can affect job satisfaction and performance. It may also require adjustments in communication processes, potentially impacting the flow of information within the organization. A well-designed company structure can enhance efficiency and adaptability, while a poorly structured one may lead to inefficiencies and bureaucracy.
Sources of External Change Impacting a Business:
Legislation Changes: Changes in laws and regulations can have immediate and long-term consequences for businesses. Adapting to new regulations may require financial investments in compliance measures, training, or legal counsel. Businesses may need to modify processes and practices to ensure adherence to updated legal requirements. Companies that can proactively adapt to legislative changes may gain a competitive advantage by being compliant and avoiding penalties. An example of this is the upcoming changes to Public Sector Procurement Regulations which will take place in 2024, following the UK's departure from the EU.
Economic Changes: Economic shifts, such as recessions, inflation, or economic growth, can affect an organization's financial health and market position. Economic downturns can lead to decreased consumer spending and reduced revenue, requiring cost-cutting measures like layoffs or budget reductions. Conversely economic growth can present new market opportunities, prompting expansion, product diversification, or investment in research and development. Economic fluctuations can also disrupt supply chains, affecting inventory management, pricing, and delivery times.
Technological Changes: Rapid advancements in technology can drive changes in how businesses operate and compete. Embracing technological advancements can enhance operational efficiency, reduce costs, and improve customer experiences. Employees may require training to adapt to new technologies, and organizations may need to invest in digital infrastructure. Technology-driven innovations can disrupt traditional industries and create new competitive threats or opportunities. For example the music industry has seen huge changes in the past 10 years due to the increasing popularity of streaming platforms such as Apple Music and Spotify.
Competitor Actions: Actions taken by competitors, such as new product launches, marketing campaigns, or market entries, can influence an organization's market share and strategy. This may require adjustments in pricing, product offerings, or marketing strategies. An organisation should look at Porter's 5 Forces and STEEPLE analysis to fully understand potential external sources of change.
In the dynamic business environment, both internal and external sources of change play significant roles in shaping organizations. Recognizing these sources of change and effectively managing them are essential for organizations to succeed.
Forcefield Analysis
Lewin's Force Field Analysis is a valuable tool that can help a leader plan for change by providing a structured framework for understanding the forces at play in an organization when considering a change initiative. Developed by psychologist Kurt Lewin in 1951, this model helps leaders assess the driving forces that promote change and the restraining forces that resist it.
Identifying Driving and Restraining Forces:
Driving Forces: These are factors that push for change and support the desired change initiative. Identifying these forces helps leaders understand what is propelling the organization toward change. Examples of driving forces include market opportunities, customer demands, and performance improvement goals.
Restraining Forces: These are factors that oppose or hinder change. Recognizing these forces is crucial as they represent obstacles that need to be addressed or overcome. Restraining forces can include employee resistance, existing processes, or budget constraints.
Assessing the Balance:
After identifying driving and restraining forces, leaders can assess the balance between them. This analysis provides a clear picture of the overall readiness for change within the organization. If driving forces outweigh restraining forces, it suggests a favourable environment for change, while an imbalance in the other direction may require more effort to gain buy-in and overcome resistance.
Prioritizing Action Steps:
Once the forces are identified and their balance is assessed, leaders can prioritize action steps accordingly. For driving forces, leaders can focus on leveraging them further and ensuring that they continue to support the change. For restraining forces, strategies can be developed to mitigate or overcome them. This may involve addressing concerns, providing training, or reallocating resources.
How this can help a leader plan for change:
Force Field Analysis provides a foundation for developing a comprehensive change management plan. Leaders can use the insights gained to structure the plan, including defining specific objectives, timelines, and key performance indicators (KPIs) to measure progress.
Understanding the forces at play allows leaders to tailor their communication and engagement strategies. They can target communication efforts toward addressing the concerns and motivations of employees, stakeholders, and other relevant parties. By addressing restraining forces through effective communication, leaders can build support for the change.
The analysis doesn't end with the initiation of change; it continues throughout the change process. Leaders can continuously monitor the balance of forces and adjust their strategies as needed. If new restraining forces emerge or driving forces weaken, the change plan can be adapted accordingly to maintain momentum.
In summary, Lewin's Force Field Analysis provides leaders with a structured approach to understanding the dynamics of change within an organization. By identifying driving and restraining forces, leaders can better plan, execute, and manage change initiatives, ultimately increasing the likelihood of successful implementation and achieving desired outcomes.
Tutor Notes
- I have split my answers here and clearly signposted this to the examiner. A top tip is to consider the examiner's first look at your essay. By doing this, they can clearly see within the first 10 seconds that I've understood the question and I've answered all parts. It's a way to set yourself up for success. So, use all the headings and spacings you can. I don't think you can use bold in the exam, but you could use capital letters instead.
- A way to improve on the above would be to give more examples. For the Forcefield analysis you could talk about a potential change at company X being the introduction of a new product line, and say what the forces for and against would be. This would really hammer-home to the examiner you know your stuff.
- Sources of change - p. 224 (note the study guide says internal sources are people, structure and processes, I used the word system in my essay above rather than processes but it's the same thing). External sources of change are anything from STEEPLED and Porter. Remember the question is only worth 10 points, so 3 or 4 internal and 3 or 4 internal is more than enough. Don't do a full STEEPLED. You don't have time.
- Forcefield analysis is p. 232

NEW QUESTION # 22
SIMULATION
Discuss the following strategies for resolving conflict: prevention, conflict management and conflict resolution. Provide examples of where these strategies may be appropriate, giving advantages and disadvantages to each (25 points)

Answer:

NEW QUESTION # 23
SIMULATION
Evaluate the following approaches to leadership: autocratic and affiliative (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Evaluation of Autocratic and Affiliative Leadership Approaches (25 Points) Leadership approaches vary based on organizational needs, culture, and objectives. Below is an in-depth evaluation of Autocratic Leadership and Affiliative Leadership, focusing on their characteristics, advantages, disadvantages, and suitability in procurement and supply chain management.
1. Autocratic Leadership (12.5 Points)
Definition and Characteristics
Autocratic leadership is a command-and-control approach where decision-making is centralized, and the leader exerts full authority over subordinates. Employees have little to no input in decisions.
Key Features:
The leader makes all critical decisions without consulting the team.
Strict top-down communication is followed.
Highly structured and rule-based management.
Focus on efficiency, discipline, and control.
Suitable for crisis management, military organizations, and high-risk industries.
Advantages of Autocratic Leadership
✅ Quick Decision-Making:
Since decisions are made by one leader, the process is fast and efficient, especially in time-sensitive situations such as supply chain disruptions.
✅ Clear Chain of Command:
Employees have a clear understanding of who is in charge, reducing confusion and ensuring a structured workflow.
✅ Improved Accountability:
With strict supervision, employees remain focused on their tasks, leading to higher productivity.
✅ Effective in Crisis Situations:
In procurement, during a supply chain disruption (e.g., a supplier bankruptcy), a leader must make immediate decisions to secure alternative suppliers.
Disadvantages of Autocratic Leadership
❌ Lack of Employee Engagement & Motivation:
Since employees have no voice in decision-making, they may feel undervalued, leading to low morale and high turnover.
❌ Reduced Innovation & Creativity:
Employees are not encouraged to share new ideas or problem-solving approaches, which can limit procurement process improvements.
❌ Potential for Micromanagement:
Autocratic leaders tend to oversee every detail, leading to inefficiency and lack of trust in the team.
Suitability in Procurement & Supply Chain
✅ Best suited for highly regulated industries (e.g., government procurement, defense supply chains).
✅ Effective in emergency situations (e.g., supplier failure, legal compliance issues).
❌ Not ideal for collaborative procurement environments where supplier relationships and teamwork are crucial.
2. Affiliative Leadership (12.5 Points)
Definition and Characteristics
Affiliative leadership is a people-first leadership style that prioritizes employee well-being, relationships, and harmony within teams.
Key Features:
Focus on empathy and emotional intelligence.
The leader builds strong team bonds and fosters a positive workplace culture.
Employees are encouraged to collaborate and voice their opinions.
Suitable for organizations undergoing change, stress, or morale issues.
Advantages of Affiliative Leadership
✅ Boosts Employee Morale and Motivation:
Employees feel valued and supported, leading to higher job satisfaction and retention.
✅ Encourages Collaboration and Innovation:
Unlike autocratic leadership, an affiliative leader welcomes team input, encouraging creative solutions in procurement strategies.
✅ Strengthens Supplier Relationships:
In procurement, affiliative leadership improves negotiations and long-term supplier partnerships through trust and open communication.
✅ Effective During Organizational Change:
This approach helps teams adapt to new procurement strategies, digital transformations, or policy changes smoothly.
Disadvantages of Affiliative Leadership
❌ Lack of Firm Decision-Making:
Leaders may avoid conflict or tough decisions to maintain team harmony, leading to slow decision-making.
❌ Risk of Lower Performance Expectations:
Overemphasizing relationships may reduce accountability, leading to underperformance in procurement teams.
❌ Not Suitable for Crisis Management:
In urgent procurement situations (e.g., contract disputes, legal violations), an affiliative leader may struggle to enforce discipline.
Suitability in Procurement & Supply Chain
✅ Best for relationship-driven roles (e.g., supplier relationship management, collaborative procurement).
✅ Effective in team-building and change management (e.g., transitioning to digital procurement systems).
❌ Not ideal for high-risk decision-making environments (e.g., crisis procurement, compliance enforcement).

Which Leadership Style is Best for Procurement?
For short-term crises, regulatory compliance, or high-risk procurement → Autocratic Leadership is better.
For long-term supplier management, teamwork, and innovation → Affiliative Leadership is more effective.
A balanced approach (situational leadership) that combines elements of both styles is often the most effective strategy in procurement.
This evaluation provides a structured, detailed comparison that aligns with CIPS L6M1 exam expectations.

NEW QUESTION # 24
SIMULATION
Discuss 5 different sources of power an individual can have in the working environment. Explain who in an organisation may have this type of power and the pros and cons to each (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Sources of Power in the Workplace: Types, Organizational Roles, and Their Pros & Cons Power in the workplace influences decision-making, leadership effectiveness, and team dynamics. French and Raven's five sources of power-legitimate, reward, coercive, expert, and referent power-are commonly found in organizational settings. Each type of power has advantages and disadvantages, depending on how it is used. This essay explores these five sources of power, their typical holders within an organization, and their pros and cons.
1. Legitimate Power
Definition:
Legitimate power is derived from a formal position or authority within an organization. It comes from the structure of the company rather than an individual's personal qualities.
Who Holds This Power?
CEOs, Directors, Managers, Supervisors, Team Leaders
Example: A Procurement Director has legitimate power to approve supplier contracts.
Pros:
✔ Provides clear authority and structure in decision-making.
✔ Helps maintain order and accountability in an organization.
✔ Employees respect and follow official leaders.
Cons:
✘ Can lead to resistance if employees feel decisions are made without consultation.
✘ Overuse of authority can create a rigid, bureaucratic environment.
✘ Power is temporary-losing the title means losing authority.
2. Reward Power
Definition:
Reward power is the ability to influence behavior by offering incentives such as bonuses, promotions, pay raises, or recognition.
Who Holds This Power?
HR Managers, CEOs, Procurement Heads, Line Managers
Example: A Procurement Manager offers performance bonuses to encourage supplier cost reductions.
Pros:
✔ Motivates employees to achieve goals.
✔ Encourages high performance and engagement.
✔ Helps reinforce positive behaviors in the workplace.
Cons:
✘ Can create entitlement issues-employees may expect rewards for all tasks.
✘ If rewards are inconsistent, it can lead to demotivation.
✘ Over-reliance on rewards may reduce intrinsic motivation (employees only work for rewards, not passion).
3. Coercive Power
Definition:
Coercive power comes from the ability to punish or enforce negative consequences for poor performance, non-compliance, or misconduct.
Who Holds This Power?
Supervisors, Compliance Officers, HR Managers, Security Heads
Example: A Chief Compliance Officer enforces penalties for unethical procurement practices.
Pros:
✔ Ensures discipline and adherence to company policies.
✔ Helps prevent unethical behavior (e.g., fraud in procurement).
✔ Encourages employees to meet deadlines and expectations.
Cons:
✘ Creates fear and resentment among employees.
✘ Can lead to low morale and high turnover.
✘ Not effective long-term-employees may comply out of fear, not respect.
4. Expert Power
Definition:
Expert power comes from specialized knowledge, skills, or expertise that make an individual valuable in the workplace.
Who Holds This Power?
Subject Matter Experts (SMEs), Senior Engineers, IT Specialists, Procurement Analysts Example: A Procurement Data Analyst has expert power by using big data analytics to improve supply chain efficiency.
Pros:
✔ Encourages trust and credibility among employees.
✔ Expertise is highly valuable-companies rely on knowledgeable individuals.
✔ Individuals with expert power often gain influence without formal authority.
Cons:
✘ Power is limited to specific expertise-not useful outside their domain.
✘ If not shared, expertise can lead to knowledge hoarding (lack of collaboration).
✘ Overconfidence in expertise can make individuals resistant to learning new approaches.
5. Referent Power
Definition:
Referent power is based on charisma, respect, and personal influence rather than authority or knowledge.
Who Holds This Power?
Charismatic Leaders, Mentors, Senior Employees with Strong Relationships Example: A Senior Procurement Executive with strong leadership qualities inspires the team to embrace change.
Pros:
✔ Creates loyalty and trust among employees.
✔ Can be used to influence without authority.
✔ Helps in mentoring and developing future leaders.
Cons:
✘ Can be subjective-depends on personality and relationships.
✘ Overuse can lead to favoritism and bias in decision-making.
✘ Can be ineffective if employees do not personally respect the leader.
Conclusion
In any workplace, different individuals hold different types of power based on their role, expertise, and relationships. While legitimate, reward, coercive, expert, and referent power all contribute to leadership and decision-making, each has its own advantages and drawbacks. Effective leaders and procurement professionals must balance these power sources strategically, ensuring that authority is respected, motivation is sustained, discipline is enforced fairly, expertise is valued, and personal influence is used ethically.

NEW QUESTION # 25
SIMULATION
Describe and evaluate one model that can be used to classify different forms of stakeholders (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Stakeholder Classification: Using Mendelow's Matrix
Stakeholders play a crucial role in the success of an organization, influencing decisions, resources, and operations. To effectively manage stakeholders, organizations need a model that helps classify and prioritize stakeholders based on their influence and interest. One widely used framework is Mendelow's Stakeholder Matrix.
This essay describes Mendelow's Matrix, evaluates its effectiveness, and discusses its advantages and limitations.
Mendelow's Stakeholder Matrix
Mendelow's Stakeholder Matrix (1991) is a strategic tool that classifies stakeholders based on two key factors:
Power - The ability of a stakeholder to influence the organization's decision-making.
Interest - The level of concern a stakeholder has about the organization's activities.
Based on these factors, stakeholders are placed into one of four quadrants:
Stakeholder Group
Power
Interest
Management Strategy
Key Players
High
High
Actively engage and involve
Keep Satisfied
High
Low
Monitor closely, engage when necessary
Keep Informed
Low
High
Provide regular updates, listen to concerns
Minimal Effort
Low
Low
Monitor but minimal engagement
1. Key Players (High Power, High Interest)
These stakeholders have significant influence over the organization and strong interest in its operations.
Examples:
✔ Senior executives, major shareholders, government regulators.
✔ Large customers or strategic suppliers.
Management Strategy:
✔ Actively involve them in decision-making.
✔ Consult regularly and address their concerns immediately.
Evaluation:
✔ Managing this group well ensures strong support for company initiatives.
✘ Ignoring them can lead to significant resistance and business risks.
2. Keep Satisfied (High Power, Low Interest)
These stakeholders have high power but low interest, meaning they can affect the organization significantly if ignored.
Examples:
✔ Government bodies that enforce regulations but do not intervene unless necessary.
✔ Wealthy investors with minimal involvement in daily operations.
Management Strategy:
✔ Engage periodically to keep them satisfied.
✔ Provide updates on key decisions without overwhelming them.
Evaluation:
✔ Proper management prevents unexpected opposition.
✘ If engagement is too frequent, they may lose interest or disengage.
3. Keep Informed (Low Power, High Interest)
These stakeholders do not have direct power but are highly interested in the company's actions.
Examples:
✔ Employees, local communities, NGOs concerned about sustainability.
✔ Small-scale suppliers who depend on the company.
Management Strategy:
✔ Communicate regularly through reports, newsletters, or meetings.
✔ Listen to concerns and provide transparency.
Evaluation:
✔ Keeping them engaged builds positive public relations and internal morale.
✘ If ignored, they may escalate concerns to higher-power stakeholders.
4. Minimal Effort (Low Power, Low Interest)
These stakeholders have little influence and low interest, meaning they do not require significant attention.
Examples:
✔ General public who have no direct impact on the company.
✔ Non-core suppliers with small contracts.
Management Strategy:
✔ Monitor their concerns occasionally.
✔ Avoid unnecessary engagement unless their influence changes.
Evaluation:
✔ Avoiding excessive engagement saves time and resources.
✘ If their interest or power grows, they may require reclassification.
Evaluation of Mendelow's Stakeholder Matrix
Advantages of the Model
✔ Simple and Practical - Easy to understand and apply in various industries.
✔ Helps Prioritize Stakeholders - Ensures critical stakeholders receive appropriate attention.
✔ Supports Strategic Decision-Making - Guides communication and engagement efforts.
✔ Adaptable - Can be used for mergers, change management, procurement, and public relations.
Limitations of the Model
✘ Does Not Capture Stakeholder Dynamics - Stakeholder power and interest change over time, requiring constant reassessment.
✘ Overlooks Stakeholder Relationships - Some stakeholders influence others (e.g., media can amplify employee concerns).
✘ Power and Interest Can Be Subjective - Classifying stakeholders requires judgment and regular review.
Conclusion
Mendelow's Stakeholder Matrix is a powerful tool for classifying and managing stakeholders in any organization. By categorizing stakeholders based on power and interest, leaders can develop effective engagement strategies and mitigate risks associated with key stakeholders. However, stakeholder influence is fluid, so ongoing analysis is necessary for long-term success. Despite its limitations, this model remains a fundamental framework for strategic stakeholder management.

NEW QUESTION # 26
......

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Leo Brown Leo Brown

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