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CIPS L6M1 Exam Syllabus Topics:

Topic	Details
Topic 1	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.
Topic 2	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 3	Understand and apply communication planning techniques: This section measures the skills of Communications Managers and focuses on evaluating influencing styles that can be used in the effective leadership of a supply chain. It covers implementing a vision of improved procurement, models for managing in different directions, and influencing styles for cross-functional leadership. A key skill measured is implementing a vision of improved communication.

CIPS Strategic Ethical Leadership Sample Questions (Q36-Q41):

NEW QUESTION # 36
SIMULATION
Pat is the newly appointed CPO (Chief Procurement Officer) of Circle Ltd, a fictional manufacturing company. He is in charge of a team of 12 procurement assistants. He is looking to introduce a new E-Procurement system and is unsure what leadership style would be most appropriate to use: assertive, consulting, collaborating or inspiring. Discuss how Pat could use each of these influencing styles with his team, evaluating their effectiveness for this situation.

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Strategic Ethical Leadership in E-Procurement Implementation: Evaluating Influencing Styles In modern procurement management, leadership style significantly impacts the success of strategic initiatives such as the introduction of an E-Procurement system. Pat, as the newly appointed Chief Procurement Officer (CPO) of Circle Ltd, must carefully select an influencing style to ensure smooth adoption of the system by his 12 procurement assistants. Different influencing styles-assertive, consulting, collaborating, and inspiring-offer distinct advantages and challenges in this scenario. This essay discusses how each of these leadership styles can be applied in Pat's situation and evaluates their effectiveness.
1. Assertive Leadership Style
Assertive leadership involves directing employees with confidence and clarity, ensuring compliance through authority. If Pat adopts an assertive approach, he would:
Clearly communicate the decision to implement the E-Procurement system.
Set firm expectations for team members regarding system adoption.
Enforce a strict timeline for training and compliance.
Effectiveness in This Situation
Advantages: Provides clarity, speeds up decision-making, and ensures quick implementation.
Challenges: Could lead to resistance from employees who feel excluded from the decision-making process.
Best Used When: There is an urgent deadline or when employees lack knowledge of alternatives.
Given that procurement assistants may have concerns or fears about technological change, a purely assertive approach may create resistance rather than engagement.
2. Consulting Leadership Style
A consulting leadership style involves seeking input from team members before making a final decision. If Pat takes a consultative approach, he would:
Engage procurement assistants in discussions on how the new system will impact their work.
Conduct surveys or meetings to gather feedback.
Allow employees to voice concerns and propose suggestions.
Effectiveness in This Situation
Advantages: Encourages buy-in from employees, reduces resistance, and improves decision-making.
Challenges: Can be time-consuming if employees have diverging opinions or lack expertise in E-Procurement.
Best Used When: Employees have valuable experience or insights, and the leader seeks team engagement.
Since the system is new to the organization, consultation can help address fears and improve morale, but it should be structured efficiently to avoid unnecessary delays.
3. Collaborating Leadership Style
A collaborative leadership style fosters teamwork and shared decision-making, ensuring that all stakeholders work together toward a common goal. If Pat adopts a collaborative approach, he would:
Form a cross-functional project team to oversee the E-Procurement implementation.
Encourage knowledge sharing and problem-solving among team members.
Ensure that procurement assistants have a role in decision-making, such as selecting the software features they find most useful.
Effectiveness in This Situation
Advantages: Enhances teamwork, improves acceptance of change, and utilizes the collective expertise of the team.
Challenges: Can lead to slow decision-making and conflicts if there are disagreements on implementation details.
Best Used When: The project requires innovation and teamwork, and when employees have technical expertise or experience with procurement systems.
Since successful adoption of an E-Procurement system depends on user engagement, collaboration would be highly effective, but it needs structured guidance from leadership.
4. Inspiring Leadership Style
An inspiring leadership style focuses on motivating employees by sharing a vision and fostering enthusiasm. If Pat uses an inspirational approach, he would:
Explain the strategic benefits of E-Procurement for Circle Ltd, such as cost savings, efficiency, and competitive advantage.
Use storytelling and case studies to illustrate successful transformations in similar companies.
Recognize and reward employees who embrace the new system.
Effectiveness in This Situation
Advantages: Boosts morale and motivation, increases commitment, and reduces change resistance.
Challenges: Employees may still need practical guidance and structured training alongside motivation.
Best Used When: Change is significant and requires a mindset shift, especially in environments where innovation is encouraged.
Since the introduction of E-Procurement is a transformative change, an inspiring leadership approach would be effective in motivating employees, but it should be paired with practical implementation strategies.
Conclusion: Choosing the Best Approach
Pat must consider both the technical challenges of E-Procurement implementation and the human factors involved in change management. A blended approach combining multiple leadership styles would be the most effective strategy:
Start with an inspiring approach to generate enthusiasm and ensure employees understand the long-term benefits of E-Procurement.
Use consultation and collaboration to gather feedback and ensure employees feel involved in the change process.
Apply an assertive approach strategically, ensuring that deadlines and key expectations are met.
By combining these leadership styles, Pat can successfully implement the E-Procurement system while ensuring his team is engaged, motivated, and aligned with the company's strategic goals.

NEW QUESTION # 37
SIMULATION
Explain and evaluate how a Leader can use Management by Objectives (10 points). Discuss THREE ways to measure the effectiveness of leadership (15 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Management by Objectives (MBO) and Measuring Leadership Effectiveness
Part 1: How a Leader Can Use Management by Objectives (MBO) (10 Points) Definition of Management by Objectives (MBO) Management by Objectives (MBO) is a leadership approach where leaders and employees set specific, measurable goals that align with the organization's strategic objectives. Developed by Peter Drucker, MBO emphasizes clear goal setting, performance tracking, and employee involvement.
How a Leader Can Use MBO Effectively
Setting Clear Objectives
Leaders work with employees to establish SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).
Example: A procurement leader may set an objective to reduce supplier costs by 10% within six months.
Aligning Individual and Organizational Goals
Ensures employees understand how their goals contribute to the company's success.
Example: A CPO (Chief Procurement Officer) aligns procurement cost-saving goals with the finance department's budget objectives.
Regular Performance Monitoring
Leaders conduct periodic reviews to track progress and provide feedback.
Example: Monthly progress check-ins ensure employees stay on track toward procurement efficiency goals.
Providing Support and Resources
Leaders remove obstacles and provide training or tools to help employees achieve their objectives.
Example: Implementing new procurement software to improve efficiency.
Performance Evaluation and Rewards
Employees are evaluated based on objective achievements, and success is rewarded (e.g., bonuses, promotions).
Example: Procurement staff meeting targets could receive performance-based incentives.
Evaluation of MBO's Effectiveness
✔ Pros: Improves goal clarity, accountability, and motivation.
✘ Cons: Can be rigid if objectives are too fixed, ignoring external changes.
Part 2: Three Ways to Measure Leadership Effectiveness (15 Points)
A leader's effectiveness is crucial for team performance, motivation, and achieving strategic objectives. Below are three key ways to measure leadership effectiveness.
1. Employee Engagement and Satisfaction
Definition: The level of motivation, commitment, and job satisfaction employees have under a leader.
How to Measure:
Conduct employee engagement surveys (e.g., using Likert scale questions).
Measure retention rates-low turnover indicates effective leadership.
Track employee feedback in performance reviews.
Why It's Important:
✔ A highly engaged workforce is more productive and innovative.
✔ Employees who trust leadership stay longer and contribute more.
2. Achievement of Organizational and Team Goals
Definition: The ability of a leader to drive the team toward achieving company objectives.
How to Measure:
Compare actual vs. target performance metrics (e.g., cost savings in procurement).
Analyze key performance indicators (KPIs) like project completion rates.
Track efficiency improvements in processes under the leader's direction.
Why It's Important:
✔ Demonstrates how well a leader can set, communicate, and execute strategic goals.
✔ Ensures leadership is focused on tangible results, not just employee relationships.
3. Adaptability and Problem-Solving Ability
Definition: A leader's ability to navigate challenges, handle change, and innovate under pressure.
How to Measure:
Assess how a leader handles crises or disruptions (e.g., supply chain breakdowns).
Review decision-making effectiveness during uncertain situations.
Gather 360-degree feedback from peers, subordinates, and senior leaders.
Why It's Important:
✔ Business environments change-leaders must adapt quickly to remain effective.
✔ Ensures that leadership is proactive rather than reactive in problem-solving.
Conclusion
A leader can use Management by Objectives (MBO) to drive performance through goal-setting, alignment, monitoring, and evaluation. Leadership effectiveness can be measured through employee engagement, goal achievement, and adaptability, ensuring that leaders not only set objectives but also inspire teams, navigate challenges, and deliver measurable success.

NEW QUESTION # 38
SIMULATION
ABC Ltd is a consultancy organisation which employs 30 members of staff, all of whom work from a single office. Traditionally all record keeping has been paper-based. Mohammed, the CEO, has decided to implement electronic systems. Discuss the following methods of change Mohammed could use, explaining advantages and disadvantages of each: planned, incremental and revolutionary. Which style should Mohammed use? (25 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
Intro - what is change management?
P1 - planned
P2 - incremental
P3 - revolutionary
Conclusion - planned is best
Example Essay
Change management is a set of processes and strategies aimed at helping an organization smoothly transition from its current state to a desired future state. Mohammed, the CEO of ABC Ltd, aims to transition his consultancy organization from traditional paper-based record-keeping to electronic systems. To navigate this change effectively, Mohammed can consider various change management approaches, each with their own advantages and disadvantages:
Planned Change: Planned change is a methodical and structured approach to implementing change. It involves careful planning, preparation, and a well-defined roadmap for transitioning from the old paper-based system to the new electronic one. It typically minimizes disruption and resistance by providing employees with a clear understanding of the process. Mohammed could use a Ghantt chart and other tools so that everyone knows what is happening when: for example he could introduce the electronic systems department by department, for example having the HR department use it first, then after a month roll it out to other departments.
Advantages: Planned change offers predictability and allows for detailed planning and risk management. It also offers the lowest disruption; it gives employees an option to adapt gradually, reducing disruptions to daily operations and since the change is well-communicated and organized, it can effectively address employee resistance.
Disadvantages: Slower Implementation: It may take time to implement planned changes fully, potentially delaying the realization of benefits.
Incremental Change: Incremental change involves making small, manageable changes over time. This approach prioritizes gradual progress and can be less disruptive, as employees adapt step by step. For ABC Ltd this may be that each employee gets access to the system to do some aspects of their job first, then after a while they gain access to another part of the system and so fourth, until all actions are completed electronically rather than on paper.
Advantages: As this change method involves several steps, it reduces potential resistance to the change. It also provides Mohammed with a lower risk: Smaller changes are easier to monitor and adjust, lowering the risk of implementation issues. If the electronic system has a bug, this can be fixed quickly before doing away with the old paper system.
Disadvantages: The main disadvantage to this approach is similar to that of the planned approach- there is a prolonged transition: implementing changes incrementally may extend the transition period, delaying the full benefits.
Revolutionary Change: Revolutionary change entails a swift and complete shift from the old system to the new one. It aims for rapid transformation but can be highly disruptive and stressful for employees. This means Mohammed would introduce the system without warning, overnight.
Advantages: Revolutionary change can lead to quick results and immediate benefits. It is possible that employees may be more committed to using the new system due to the sense of urgency associated with this approach. They don't get a choice or time to moan about the change- they have to simply get on and use the new system.
Disadvantages: High Disruption: The speed of change may lead to stress, resistance, and potential issues. It also comes with a higher risk of Failure: inadequate planning and adjustment time can increase the risk of implementation failure. If the new system has bugs, but Mohammed has done away with the old paper-based system, this may result in staff not being able to do any work.
Conclusion:
In the context of ABC Ltd's transition to electronic record-keeping, a planned change approach appears to be the most suitable. This approach offers a methodical, structured, and predictable transition process. It allows Mohammed to carefully plan and manage risks while minimizing disruptions to daily operations. Additionally, it is well-equipped to address any resistance that may arise during the change process. Considering these advantages, a planned change approach aligns well with the organization's need for a smooth and effective transition to electronic systems while ensuring the best chance for success.
Tutor Notes
- This question asks you to pick one of the options, so don't sit on the fence here. Of those listed, planned or incremental would probably be the obvious choice, as revolutionary change is really risky for this scenario. Revolutionary change is associated more with responding to emergencies or creative tasks, rather than introducing a new IT system. Introducing an IT system really should be done slowly, as it allows time to sort any issues and get people on board and trained using it.
- A question on different types of change could also ask about emergent change- so make sure you're familiar with this as well.

NEW QUESTION # 39
SIMULATION
Fred has recently been promoted from a Procurement Executive to Head of Procurement at Silly Name Company. Having worked in the procurement department of Silly Name Company for over 15 years, he has many ideas of how to improve the department, some of them radical. How can Fred assess the readiness of the department to change? How would this impact his decisions to introduce his desired changes? (25 points)

Answer:

Explanation:
See the Answer is the explanation
Explanation:
Assessing Readiness for Change and Decision-Making: Fred's Approach as Head of Procurement Fred's recent promotion from Procurement Executive to Head of Procurement at Silly Name Company presents him with an opportunity to implement his ideas for departmental improvement. However, as someone who has worked in the same organization for 15 years, Fred must first assess the department's readiness for change before implementing radical reforms. Failure to do so could lead to resistance, disruption, and inefficiency. This essay explores how Fred can evaluate change readiness, and how this assessment will influence his decision-making.
Assessing the Readiness for Change
To successfully introduce changes in procurement, Fred must evaluate key factors that determine whether the department is ready to accept and implement new ideas.
1. Understanding the Organizational Culture
Fred should assess whether the company culture supports innovation and change or prefers stability and routine.
Indicators of Readiness: ✔ A culture that embraces innovation and continuous improvement.
✔ Employees who actively propose new ideas and improvements.
Potential Barriers: ✘ A culture resistant to change, where employees prefer "the way things have always been done."
✘ A history of failed change initiatives, causing skepticism.
Assessment Method:
✔ Surveys or feedback sessions to gauge employee attitudes toward change.
✔ Observing past change efforts-were they successful or met with resistance?
2. Evaluating Employee Buy-in and Mindset
Fred needs to assess whether employees are open to new ways of working or if they fear change due to job security concerns, workload increases, or lack of skills.
Indicators of Readiness: ✔ Employees express willingness to adopt new tools and processes.
✔ Staff members demonstrate adaptability to past procedural updates.
Potential Barriers: ✘ Employees fear that changes might make their jobs redundant.
✘ Resistance due to lack of understanding or training.
Assessment Method:
✔ Conduct one-on-one discussions or anonymous surveys on employee perceptions of change.
✔ Identify change champions who are enthusiastic about improvements.
3. Analyzing Current Processes and Pain Points
Before implementing radical changes, Fred must determine if current procurement processes are inefficient or if employees feel the need for change.
Indicators of Readiness: ✔ Procurement staff express frustration with outdated systems.
✔ Frequent delays, bottlenecks, or inefficiencies in procurement processes.
Potential Barriers: ✘ Employees feel the current processes work well enough and resist changing them.
✘ Lack of data to justify why new processes would be better than existing ones.
Assessment Method:
✔ Conduct a process audit to evaluate inefficiencies.
✔ Use KPIs (Key Performance Indicators) to measure procurement effectiveness.
4. Assessing Resource Availability
Even if the department is open to change, Fred must ensure there are sufficient resources (budget, technology, and expertise) to implement his ideas.
Indicators of Readiness: ✔ A budget exists to invest in new tools, training, or staff.
✔ The organization is willing to commit resources for change implementation.
Potential Barriers: ✘ Limited financial resources may delay or scale down initiatives.
✘ Employees lack the technical skills to adapt to new procurement methods.
Assessment Method:
✔ Check the procurement budget and forecast costs for proposed changes.
✔ Evaluate if the current team has the skills needed or requires training.
5. Leadership and Senior Management Support
Without support from senior management, Fred's efforts may not succeed. He must assess how committed leadership is to change.
Indicators of Readiness: ✔ Senior leaders prioritize procurement transformation.
✔ Executives provide clear sponsorship and communication about improvements.
Potential Barriers: ✘ Leaders have competing priorities and are not fully committed.
✘ Conflicting objectives between departments slow down decision-making.
Assessment Method:
✔ Schedule meetings with senior management to discuss alignment.
✔ Seek an executive sponsor to advocate for procurement reforms.
How Readiness Assessment Impacts Fred's Decision-Making
After evaluating the department's change readiness, Fred's approach to implementing changes will depend on the findings.
1. If Readiness is High:
Fred can proceed with bigger, transformative changes.
He can introduce automation tools, new supplier strategies, or restructuring initiatives.
A detailed change management plan should be developed, outlining: ✔ Timelines for implementation.
✔ Training programs to upskill employees.
✔ Performance metrics to track improvements.
2. If Readiness is Moderate:
Fred should implement gradual, phased changes rather than radical reforms.
He may need to educate employees on the benefits of change before pushing large initiatives.
Focus on quick wins that build momentum, such as: ✔ Small process optimizations.
✔ Minor policy adjustments.
✔ Pilot projects to test new ideas before full-scale rollout.
3. If Readiness is Low:
Fred must address employee concerns first before implementing major changes.
He should focus on communication and engagement to create a culture more open to change.
Strategies to increase readiness include: ✔ Organizing workshops and discussions to explain the need for change.
✔ Showcasing case studies of successful procurement transformations.
✔ Gaining senior leadership support to drive top-down change.
Conclusion
For Fred to successfully implement his procurement transformation ideas, he must first assess whether the department is ready for change. By evaluating organizational culture, employee mindset, process efficiency, resource availability, and senior management support, he can determine the right strategy-whether to proceed with radical changes, implement gradual improvements, or first increase change readiness. His decisions should be guided by employee engagement, clear communication, and alignment with business goals, ensuring that changes enhance procurement efficiency without causing unnecessary disruption.

NEW QUESTION # 40
SIMULATION
Explain how Modern Slavery is a risk to a supply chain and possible ways a Supply Chain Manager can mitigate this risk (25 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
Introduction - modern slavery is an issue due to complex international supply chains P1 - risk - subcontracting or outsourcing P2 - risk - lack of visibility P3 - risk - other countries not having strong laws against it P4 - mitigate - supplier due diligence P5 - mitigate - traceability e.g. blockchain P6 - mitigate - training P7 - mitigate - collaboration and reporting P8 - example - DJ Houghton Conclusion - modern slavery is risk legally and ethically and also to business reputation Example Essay Modern slavery, a grave violation of human rights, poses a significant risk to supply chains across the globe. As organizations increasingly rely on complex and globalized supply networks, the risk of unwittingly engaging with suppliers that exploit forced labour and human trafficking becomes ever more concerning. This essay explores the risks associated with modern slavery in the supply chain and suggests possible mitigation strategies for supply chain managers. To illustrate the real-world implications of these risks, I will reference the legal case of Antuzis & Ors v DJ Houghton Ltd.
Modern slavery, which includes practices like forced labour and human trafficking, can infiltrate supply chains in various ways. One significant entry point is through subcontracting and outsourcing. As supply chains become increasingly complex, organizations often rely on subcontractors and suppliers further down the chain. Unfortunately, these lower-tier suppliers may engage in exploitative labour practices to cut costs, which can go unnoticed by the primary organization.
Moreover, the lack of transparency within supply chains poses a considerable risk. Limited visibility into sub-tier suppliers and subcontractors makes it challenging to assess their labour practices. This lack of transparency creates opportunities for modern slavery to thrive undetected, posing a significant risk to organizations and their stakeholders.
Additionally, globalization plays a role in the risk equation. Sourcing materials and products internationally increases the risk of encountering suppliers operating in regions with weaker labour protections and lax enforcement of anti-slavery laws. This is particularly true in countries with less stringent child working laws such as in South East Asia.
Supply chain managers play a crucial role in identifying and mitigating the risk of modern slavery in the supply chain. Several strategies can be employed to address this risk effectively:
Firstly, comprehensive supplier due diligence is paramount. This involves conducting thorough assessments of suppliers, including lower-tier suppliers, to evaluate their labour practices, compliance with anti-slavery laws, and adherence to ethical standards. It also entails implementing regular audits and inspections of suppliers to ensure compliance with labour laws and ethical standards. An organisation can employ a third party to conduct these audits, to ensure that the results are authentic.
Secondly, establishing transparency and traceability within the supply chain is essential. This can be achieved by meticulously mapping the supply chain, identifying potential risks, and ensuring visibility into lower-tier suppliers. Modern technology, such as blockchain and supply chain management software, can be instrumental in tracking and tracing the origins of products and materials.
Thirdly, organizations should develop and communicate a robust supplier code of conduct that explicitly prohibits modern slavery and outlines the consequences for non-compliance. Encouraging suppliers to adopt similar codes of conduct within their own operations can help create a network of ethical supply chain partners.
Moreover, regular risk assessments and impact analyses are critical. These assessments should consider geographical, industry-specific, and supplier-specific factors and help organizations understand the potential consequences of modern slavery-related risks on their reputation and bottom line.
Training and education are also essential components of mitigation strategies. Employees and suppliers should be educated on identifying and reporting instances of modern slavery, and awareness should be raised about the legal and ethical obligations surrounding this issue.
Lastly, collaboration and reporting are crucial. Organizations should collaborate with industry associations, NGOs, and government bodies to share best practices and improve industry-wide efforts against modern slavery. Transparent reporting on efforts to mitigate modern slavery risks demonstrates a commitment to addressing the issue and fosters trust with stakeholders.
The case of Antuzis & Ors v DJ Houghton Ltd serves as a stark reminder of the potential legal consequences of failing to address modern slavery in the supply chain. In this case, the court found that the company, DJ Houghton Ltd, had subjected workers to deplorable working conditions, effectively amounting to modern slavery. What sets this case apart is that the court held the directors personally liable for breaches of their duty of care to the workers. This case underscores the legal liabilities and reputational damage that organizations and their leadership can face if they neglect their responsibilities in the supply chain.
In Conclusion, modern slavery poses a significant risk to supply chains, jeopardizing ethical values, legal compliance, and corporate reputations. Supply chain managers have a crucial role in identifying and mitigating this risk by implementing due diligence, transparency measures, and ethical standards. By taking proactive steps to combat modern slavery, supply chain managers can protect their organizations and copyright their moral and legal obligations in an increasingly interconnected global economy. The case of Antuzis & Ors v DJ Houghton Ltd serves as a compelling reminder of the real-world consequences of failing to address this critical issue Tutor Notes
- The case study mentioned above is an excellent one to use in an essay about Modern Slavery. DJ Houghton Ltd was charged £1m in 2016 for trafficking migrant workers from Lithuania to various egg farms in the UK. They were subjected to inhumane conditions, income below minimum wage, they failed to provide adequate facilities to eat, wash and rest, and threatened workers with fighting dogs. The company's Gangmaster Licence was also revoked. Antuzis & Ors v DJ Houghton Ltd | Addleshaw Goddard LLP
- Your answer may also make reference to ethical standards and accreditations such as Fair Trade, using the CIPS Code of Conduct, Modern Slavery Act, having a strong CSR policy, appointing an ethical Ombudsman, ILO Conventions and the 2018 Decent Work Agenda, SA8000. Mentioning these extra bits would likely get you a distinction.

NEW QUESTION # 41
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VALID L6M1 TEST PAPERS - L6M1 VALID EXAM DURATION

Valid L6M1 Test Papers - L6M1 Valid Exam Duration