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CMI study materials
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CMI practice questions

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Question 1Team Leader (Level 2)

A newly appointed team leader wants to set clear expectations for the team. Which action best demonstrates setting SMART objectives?

  1. Asking each member to set their own goals without review
  2. Defining a target of reducing customer complaints by 20% within three months Correct answer.
  3. Telling the team to work harder during busy periods
  4. Agreeing that each team member will 'improve performance' over the coming year

Explanation

SMART objectives are specific, measurable, achievable, relevant and time-bound. A quantified target with a deadline satisfies all these criteria, while vague aspirations do not.

Question 2Team Leader (Level 2)

Which behaviour is the clearest example of a team leader acting as a role model?

  1. Consistently meeting deadlines and admitting mistakes openly Correct answer.
  2. Reporting a colleague's minor error to senior management immediately
  3. Delegating all difficult tasks to experienced team members
  4. Avoiding contact with the team during busy periods

Explanation

Role modelling means demonstrating the standards expected of others through one's own conduct. Reliability and openness about mistakes build trust and set a behavioural standard.

Question 3Team Leader (Level 2)

During a one-to-one, a team member says they feel overwhelmed by their workload. What is the most appropriate first response from the team leader?

  1. Record the conversation as a performance concern
  2. Explain that everyone is busy and ask them to prioritise better
  3. Reassign all of the member's work to other colleagues
  4. Explore which tasks are causing pressure and agree a plan together Correct answer.

Explanation

Effective one-to-ones use listening and joint problem-solving before action is taken. Understanding the specific causes allows a proportionate, agreed response.

Question 4Team Leader (Level 2)

A team leader is delegating a task to a competent but inexperienced team member. Which approach is most appropriate?

  1. Give detailed instructions and check progress at agreed milestones Correct answer.
  2. Delegate only the least important parts of the task
  3. Delegate the task with no further contact to build independence
  4. Complete the task personally to guarantee quality

Explanation

Delegation should match the level of support to the individual's competence and confidence. For an inexperienced person, clear guidance with scheduled checkpoints balances development with control.

Question 5Team Leader (Level 2)

Which statement best describes the purpose of a team briefing?

  1. To document individual performance issues for the HR record
  2. To replace the need for individual one-to-one meetings
  3. To share consistent information and align the team on priorities Correct answer.
  4. To allow senior managers to observe the team leader

Explanation

Briefings are a communication tool for sharing consistent messages and focusing the team on current priorities. They complement, rather than replace, individual conversations.

Question 6Team Leader (Level 2)

A team member repeatedly arrives late. The team leader has already given informal feedback once. What is the most appropriate next step?

  1. Ignore the behaviour to avoid damaging morale
  2. Discuss the individual's lateness with the rest of the team
  3. Hold a formal conversation referencing the expected standard and consequences Correct answer.
  4. Move the team member to a different shift without discussion

Explanation

When informal feedback has not resolved an issue, the leader should escalate to a documented conversation that restates expectations and explains consequences. This is fair, consistent and proportionate.

Question 7Team Leader (Level 2)

What is the primary purpose of giving developmental feedback to a team member?

  1. To demonstrate the leader's technical expertise
  2. To improve future performance by focusing on behaviour and its impact Correct answer.
  3. To create a written record for disciplinary purposes
  4. To compare the individual with other team members

Explanation

Developmental feedback is forward-looking: it describes specific behaviour, its impact, and what should change. Its aim is learning and improved performance, not sanction.

Question 8Team Leader (Level 2)

A team is split over how to approach a project. The leader wants a decision that the team will commit to. Which approach is most likely to achieve this?

  1. Facilitate discussion of the options and agree a way forward Correct answer.
  2. Delay the decision indefinitely until consensus emerges
  3. Make the decision alone and announce it without discussion
  4. Ask the most senior team member to decide on behalf of the group

Explanation

Involving the team in discussing options builds understanding and commitment to the outcome. The leader retains responsibility for ensuring a decision is reached.

Question 9Team Leader (Level 2)

Which action best supports the development of a less experienced team member?

  1. Giving them the most complex work without guidance
  2. Keeping them on familiar tasks until they request more
  3. Assigning tasks just beyond their current capability with support Correct answer.
  4. Assigning them only administrative duties

Explanation

Stretch assignments with appropriate support promote learning without setting people up to fail. This balances challenge with the scaffolding needed to succeed.

Question 10Team Leader (Level 2)

A team leader notices that a normally reliable team member has become withdrawn and error-prone. What is the most appropriate initial action?

  1. Wait several weeks to see whether the behaviour resolves
  2. Reassign the member's work to others without discussion
  3. Issue a formal warning about the errors
  4. Raise the change in behaviour privately and ask if support is needed Correct answer.

Explanation

A change in behaviour is often an early warning sign, and a private, supportive conversation is the appropriate first step. It allows the leader to understand the cause before deciding on action.

Question 11Team Leader (Level 2)

Which of the following best describes the difference between a team leader and a team manager?

  1. A team leader sets strategy, while a manager delivers tasks
  2. A team leader has formal authority, while a manager relies only on influence
  3. A team leader reports to external stakeholders, while a manager does not
  4. A team leader focuses on day-to-day direction and motivation, while a manager typically has broader responsibility for resources and planning Correct answer.

Explanation

Team leadership centres on guiding and motivating people in their daily work, whereas management usually carries wider accountability for resources, planning and results. The two roles often overlap in practice.

Question 12Team Leader (Level 2)

A team leader is planning a change to working practices. Which sequence best reflects good practice?

  1. Consult indefinitely, then decide whether to proceed
  2. Explain the reasons, consult those affected, then implement and review Correct answer.
  3. Announce the change, implement it, then gather feedback
  4. Implement quietly and inform the team only if problems arise

Explanation

Effective change communication explains the rationale, involves those affected, and includes review after implementation. This reduces resistance and allows adjustment.

Question 13Team Leader (Level 2)

Which situation is the strongest indicator that a team leader should escalate an issue to a more senior manager?

  1. A team member requests annual leave for next month
  2. A conflict between two team members has resisted mediation and is affecting delivery Correct answer.
  3. A supplier delivers an order a day late
  4. A team member asks for clarification of a routine task

Explanation

Escalation is warranted when an issue exceeds the leader's authority or capacity to resolve and is affecting performance. Persistent conflict with delivery impact meets that threshold.

Question 14Team Leader (Level 2)

A team leader must allocate limited training budget. Which criterion is most appropriate for prioritising requests?

  1. The training's relevance to current and future team needs Correct answer.
  2. The personal preference of the team leader
  3. The seniority of the team member requesting it
  4. The length of service of each team member

Explanation

Resources should be allocated against identified business and team needs so that spending delivers the greatest benefit. Personal or tenure-based criteria are not defensible bases for prioritisation.

Question 15Team Leader (Level 2)

Which action best demonstrates that a team leader values diversity within the team?

  1. Assigning tasks according to stereotypes about group characteristics
  2. Actively seeking and using different perspectives when solving problems Correct answer.
  3. Avoiding discussion of differences to prevent disagreement
  4. Applying the same approach to every individual regardless of needs

Explanation

Valuing diversity means recognising and drawing on the different perspectives people bring. Seeking and using those perspectives improves problem-solving and inclusion.

Question 16Team Leader (Level 2)

A team leader wants to monitor whether a new process has improved performance. Which approach is most appropriate?

  1. Set a baseline, define measures, and review results against it Correct answer.
  2. Rely on informal impressions gathered during the day
  3. Compare results with an unrelated team's performance
  4. Ask only the most experienced team member for an opinion

Explanation

Sound evaluation requires a baseline and defined measures so that change can be assessed objectively. This allows the leader to judge whether the intervention had the intended effect.

Question 17Team Leader (Level 2)

A team leader is handling a complaint from a customer about a team member's conduct. Which action best reflects fair process?

  1. Discuss the complaint openly with the whole team
  2. Inform the team member of the outcome before investigating
  3. Gather relevant facts from all parties before drawing conclusions Correct answer.
  4. Accept the customer's account without further enquiry

Explanation

Fair process requires an impartial investigation of the facts before conclusions or sanctions are reached. This protects both the customer and the team member.

Question 18Supervisor & First Line Manager (Level 3)

A first-line manager is deciding how to allocate a fixed budget across three competing team priorities. Which activity best describes the core supervisory task being performed?

  1. Coaching an individual through a performance problem
  2. Conducting a disciplinary investigation interview
  3. Deciding how scarce resources are distributed Correct answer.
  4. Reviewing an employee's annual appraisal

Explanation

Supervisors are responsible for allocating limited resources such as budget, staff time and equipment across competing demands. Coaching, discipline and appraisal are people-management activities, not resource-allocation decisions.

Question 19Supervisor & First Line Manager (Level 3)

A supervisor wants to set a SMART objective for a team member. Which element is essential to the 'T' (Time-bound) component?

  1. A named person responsible for the objective
  2. A link to the organisation's strategy
  3. A clear deadline for completion Correct answer.
  4. A measurable numerical target

Explanation

The time-bound element requires a specific deadline or timeframe within which the objective must be achieved. Responsibility, measurability and strategic alignment belong to other elements of the SMART framework.

Question 20Supervisor & First Line Manager (Level 3)

During a team briefing, a supervisor notices two team members are dominating the discussion and others are silent. Which action best improves the meeting's effectiveness?

  1. Invite quieter members to contribute by name Correct answer.
  2. Record the dominant speakers' points and move on
  3. Extend the meeting so everyone eventually gets a turn
  4. End the meeting early and circulate notes instead

Explanation

Effective chairs actively manage participation by inviting quieter members to contribute and balancing airtime. Extending or ending the meeting does not address the imbalance, and recording points does not create inclusion.

Question 21Supervisor & First Line Manager (Level 3)

Which statement best describes the difference between a manager and a leader in a first-line role?

  1. Leaders are always more senior than managers in the hierarchy
  2. Managers are appointed, leaders are always elected by the team
  3. Managers focus on control and process, leaders on direction and influence Correct answer.
  4. Managers only work with budgets, leaders only work with people

Explanation

Management is often associated with planning, control and process, while leadership emphasises direction, vision and influencing others. The two roles overlap and are not defined by seniority or selection method.

Question 22Supervisor & First Line Manager (Level 3)

A supervisor is told a team member has arrived late three times this week. Which first step best reflects good supervisory practice?

  1. Ignore it until a pattern over months emerges
  2. Discuss the issue privately with the individual Correct answer.
  3. Raise it in front of the team at the next briefing
  4. Issue a formal written warning immediately

Explanation

Good practice begins with a private, factual conversation to understand the cause before deciding on any formal action. Escalating immediately or publicising the issue risks unfairness and damages trust.

Question 23Supervisor & First Line Manager (Level 3)

A supervisor is planning a short training session for the team. Which approach best supports adult learning?

  1. Focus on theory first and defer practice to later weeks
  2. Provide a written manual and let staff read alone
  3. Combine short input with practice and feedback Correct answer.
  4. Deliver a long lecture covering all content in one sitting

Explanation

Adult learners benefit from active practice and timely feedback interleaved with concise input. Long lectures and deferred practice reduce retention and engagement.

Question 24Supervisor & First Line Manager (Level 3)

A supervisor must delegate a recurring report to a team member. Which action best supports effective delegation?

  1. Retain full decision-making authority over the report's content
  2. Agree the outcome, deadline and level of authority Correct answer.
  3. Give the task without any briefing to build independence
  4. Check every draft line-by-line before it is sent

Explanation

Effective delegation clarifies the desired outcome, the deadline and the delegate's authority to act. Withholding information or micromanaging undermines the purpose of delegation.

Question 25Supervisor & First Line Manager (Level 3)

During a team meeting, a supervisor restates a team member's point in their own words and asks if they have understood it correctly. Which communication skill is being used?

  1. Reflecting
  2. Assertive questioning
  3. Summarising
  4. Active listening through paraphrasing Correct answer.

Explanation

Paraphrasing a speaker's point back to them and checking understanding is a core active-listening technique. It differs from summarising, which condenses a whole discussion, and from assertive questioning.

Question 26Supervisor & First Line Manager (Level 3)

A supervisor receives conflicting instructions from two senior managers. Which response best demonstrates effective upward management?

  1. Follow the instruction received most recently without question
  2. Ignore both until the managers resolve the conflict
  3. Ask the team to decide which instruction to follow
  4. Clarify the conflict with both managers and agree a priority Correct answer.

Explanation

Upward management involves surfacing conflicts to those with authority and facilitating a resolution. Following the latest instruction or ignoring the issue leaves the team exposed to risk.

Question 27Supervisor & First Line Manager (Level 3)

A supervisor is preparing a rota and must cover a busy weekend with limited staff. Which consideration is most important in balancing the team's needs?

  1. Rotating shifts purely alphabetically by surname
  2. Allowing whoever asks first to choose their shifts
  3. Giving the most popular staff the best shifts
  4. Fair distribution of unpopular shifts and legal rest requirements Correct answer.

Explanation

Rota planning must balance fairness with legal requirements such as minimum rest periods. Popularity, alphabetical order or first-come allocation do not ensure fairness or compliance.

Question 28Supervisor & First Line Manager (Level 3)

A team member's performance has slipped and the supervisor has identified a skills gap. Which action is most appropriate?

  1. Move the individual to a different team immediately
  2. Agree a development plan with specific support Correct answer.
  3. Reduce the individual's workload indefinitely
  4. Wait for the next annual appraisal to address it

Explanation

Where a skills gap is the cause, a targeted development plan with support and review dates is the proportionate response. Moving, reducing workload or delaying action does not address the underlying gap.

Question 29Supervisor & First Line Manager (Level 3)

A supervisor is handling a grievance from a team member about a colleague's behaviour. Which principle should guide the process?

  1. The complainant should be asked to resolve it informally without support
  2. The grievance should be shared openly with the team to ensure transparency
  3. The supervisor should act as both investigator and decision-maker without documentation
  4. The process should be impartial, documented and conducted without delay Correct answer.

Explanation

Grievance handling must be impartial, documented and timely, following the organisation's policy. Sharing details widely or leaving the complainant unsupported breaches confidentiality and fairness.

Question 30Supervisor & First Line Manager (Level 3)

A supervisor wants to improve the team's motivation. According to Herzberg's two-factor theory, which action is most likely to create genuine motivation?

  1. Clarifying the company's health and safety policy
  2. Increasing the number of rest breaks in the day
  3. Providing more challenging work and recognition Correct answer.
  4. Improving working conditions and pay rates

Explanation

Herzberg distinguished hygiene factors, which prevent dissatisfaction, from motivators such as achievement, recognition and challenging work. Improving conditions or breaks addresses hygiene, not motivation.

Question 31Supervisor & First Line Manager (Level 3)

A supervisor notices a team member is consistently quiet in meetings but produces excellent written work. Which approach best supports inclusion?

  1. Exclude the individual from future meetings
  2. Assume the individual has no interest in contributing
  3. Offer alternative channels such as written contributions Correct answer.
  4. Insist the individual speaks first at every meeting

Explanation

Inclusive supervision recognises different working styles and offers alternative ways to contribute. Forcing public speaking or excluding the individual ignores their strengths and preferences.

Question 32Supervisor & First Line Manager (Level 3)

A supervisor is introducing a change to a long-standing team process. Which action best reduces resistance?

  1. Limit communication to a single email to avoid confusion
  2. Explain the reasons for change and invite questions early Correct answer.
  3. Announce the change only after it has been fully implemented
  4. Present the change as a decision that cannot be questioned

Explanation

Involving people early and explaining the rationale for change reduces uncertainty and builds commitment. Late or one-way communication tends to increase resistance.

Question 33Supervisor & First Line Manager (Level 3)

A supervisor is assessing a risk in the workplace. Which sequence correctly reflects the hierarchy of control?

  1. Eliminate the hazard, then apply engineering controls, then provide PPE Correct answer.
  2. Administer controls, then provide PPE, then eliminate the hazard
  3. Provide PPE, then eliminate the hazard, then administer controls
  4. Apply engineering controls, then eliminate the hazard, then provide PPE

Explanation

The hierarchy of control starts with eliminating the hazard, then reducing risk through engineering and administrative controls, with PPE as the last line of defence. PPE is least effective because it relies on individual behaviour.

Question 34Supervisor & First Line Manager (Level 3)

A supervisor is reviewing why a project failed to meet its deadline. Which approach best reflects a root-cause analysis?

  1. Ask the team to work longer hours on the next project
  2. Identify who was responsible and record it in the file
  3. Use a structured technique such as the 'five whys' Correct answer.
  4. Accept the delay as unavoidable and move on

Explanation

Root-cause analysis uses structured techniques such as the five whys or fishbone diagrams to move beyond symptoms to underlying causes. Blaming individuals or simply working harder does not address the cause.

Question 35Junior Manager (Level 4)

A first-line manager is setting objectives for a new team member. Which approach best reflects a SMART objective?

  1. Do whatever is needed to make the department successful
  2. Work harder on quality and be more reliable than before
  3. Increase the team's call-handling accuracy to 95% by the end of Q2 Correct answer.
  4. Improve customer satisfaction as much as possible over the coming year

Explanation

SMART objectives are specific, measurable, achievable, relevant and time-bound. Only the accuracy target states a concrete metric and a deadline, making progress verifiable.

Question 36Junior Manager (Level 4)

According to the classic model of the four stages of team development, which stage is characterised by conflict over roles and leadership?

  1. Forming
  2. Norming
  3. Storming Correct answer.
  4. Performing

Explanation

Tuckman's model places interpersonal conflict, role negotiation and challenges to leadership in the storming stage. Forming is polite orientation, norming is agreement on norms, and performing is focused productivity.

Question 37Junior Manager (Level 4)

A junior manager needs to give feedback on a recurring minor error. Which approach is most consistent with good feedback practice?

  1. Describe the specific observed behaviour and its impact, then agree an action Correct answer.
  2. Send an email copying senior managers to ensure it is taken seriously
  3. Mention it indirectly in a team meeting so no one is singled out
  4. Wait until the annual appraisal so all issues are raised together

Explanation

Effective feedback is timely, specific, behaviour-focused and paired with a forward-looking action plan. Describing the observed behaviour and impact keeps it objective and developmental.

Question 38Junior Manager (Level 4)

Which statement best describes the purpose of a risk register in a small operational team?

  1. It is a confidential record of individual staff performance
  2. It lists identified risks with owners, likelihood, impact and mitigating actions Correct answer.
  3. It replaces the need for any health and safety documentation
  4. It records only incidents that have already caused harm

Explanation

A risk register is a live tool for capturing identified risks along with their assessment and the actions and owners responsible for managing them. It supports proactive control rather than reactive incident logging.

Question 39Junior Manager (Level 4)

A manager notices a team member consistently arriving late. Before deciding on any disciplinary step, what is the most appropriate first action?

  1. Issue a formal written warning immediately
  2. Record the lateness and take no action for a month
  3. Reassign the person's work to other team members
  4. Speak privately with the individual to understand the cause Correct answer.

Explanation

Good practice is to investigate the facts and give the individual a chance to explain before any formal process. This supports fairness and may reveal issues such as caring responsibilities or health problems.

Question 40Junior Manager (Level 4)

When delegating a task, which element is most important for the manager to agree with the team member?

  1. The exact method the person must use step by step
  2. That the manager will redo the work if it is imperfect
  3. That the person reports progress hourly in person
  4. The level of authority and the deadline for the outcome Correct answer.

Explanation

Effective delegation clarifies the outcome, the deadline and the authority the person holds, while leaving room for them to decide how to do the work. This builds ownership and accountability.

Question 41Junior Manager (Level 4)

A team member is consistently capable but has become disengaged and quiet in meetings. According to situational leadership thinking, what should the manager do first?

  1. Increase direction and tell them exactly what to do each day
  2. Reduce their workload permanently without discussion
  3. Assess the person's competence and commitment for the specific task Correct answer.
  4. Assume they are planning to leave and begin recruiting a replacement

Explanation

Situational leadership requires diagnosing a follower's competence and commitment for the task at hand before choosing a style. The right response depends on that diagnosis rather than a fixed assumption.

Question 42Junior Manager (Level 4)

Which of the following best describes the difference between a manager and a leader in a workplace context?

  1. Managers do not need to communicate with their teams
  2. Managers focus on doing things right; leaders focus on doing the right things Correct answer.
  3. Leaders only exist at board level in an organisation
  4. Managers always have more senior job titles than leaders

Explanation

A common distinction is that management emphasises efficiency and control (doing things right) while leadership emphasises direction and vision (doing the right things). The two roles overlap in practice.

Question 43Junior Manager (Level 4)

A junior manager is planning a project with several dependent tasks. Which tool is most appropriate for showing task sequence and dependencies over time?

  1. A staff holiday rota
  2. A pie chart of budget allocation
  3. A customer satisfaction survey
  4. A Gantt chart Correct answer.

Explanation

A Gantt chart displays tasks along a timeline and shows dependencies and sequencing, making it well suited to project scheduling. Other tools listed serve different purposes.

Question 44Junior Manager (Level 4)

A team is consistently missing deadlines. On investigation the manager finds tasks are frequently started before their inputs are ready. Which cause is most likely?

  1. The team lacks motivation and commitment
  2. Dependencies between tasks are not being respected in the schedule Correct answer.
  3. The manager communicates too frequently with the team
  4. The team has too many skilled people available

Explanation

Starting tasks before their inputs are ready indicates poor sequencing of dependent work. Respecting dependencies in the schedule prevents waiting time and rework.

Question 45Junior Manager (Level 4)

When handling a complaint from a customer, which sequence best reflects good service recovery?

  1. Listen, acknowledge the issue, investigate, then agree and confirm a resolution Correct answer.
  2. Transfer the customer to another department without explanation
  3. Offer a refund immediately without understanding the problem
  4. Defend the organisation first, then investigate if time allows

Explanation

Service recovery follows a structured path: listen actively, acknowledge the customer's concern, establish the facts, then agree and confirm a resolution. This builds trust and addresses the root issue.

Question 46Junior Manager (Level 4)

Which of the following is the clearest example of a manager applying the principle of fairness in a selection process?

  1. Using the same structured criteria and questions for every candidate Correct answer.
  2. Choosing the candidate who reminds them of themselves
  3. Deciding based on a single informal chat
  4. Allowing the most senior interviewer to make the decision alone

Explanation

Fair selection relies on consistent, job-related criteria applied to all candidates, which reduces bias. Structured approaches support objective comparison.

Question 47Junior Manager (Level 4)

A manager must decide whether to buy new equipment. The purchase costs £10,000 and is expected to save £4,000 per year in operating costs. What is the simple payback period?

  1. 1.5 years
  2. 4 years
  3. 0.4 years
  4. 2.5 years Correct answer.

Explanation

Simple payback is the initial cost divided by the annual saving: £10,000 ÷ £4,000 = 2.5 years. This indicates how long it takes to recover the investment.

Question 48Junior Manager (Level 4)

A manager wants to reduce the risk of groupthink in a decision-making meeting. Which technique is most effective?

  1. Asking the most senior person to state their view first
  2. Limiting discussion to the manager's preferred option
  3. Assigning a team member to argue the case against the emerging decision Correct answer.
  4. Encouraging everyone to agree quickly to save time

Explanation

Groupthink is reduced when dissent is actively invited, for example by assigning a devil's advocate or seeking contrary evidence. This tests the decision rather than reinforcing consensus.

Question 49Junior Manager (Level 4)

A team member's performance has dropped after a bereavement. Which manager response best balances duty of care with performance expectations?

  1. Discuss the person's personal situation openly in a team meeting
  2. Say nothing and hope performance recovers on its own
  3. Apply the standard disciplinary process immediately and ignore personal circumstances
  4. Hold a supportive conversation, agree temporary adjustments, and review them Correct answer.

Explanation

A balanced response combines empathy with clear expectations: discuss the situation, agree reasonable temporary adjustments, and set a review point. This supports wellbeing while maintaining accountability.

Question 50Junior Manager (Level 4)

A manager is choosing between two suppliers. Supplier A costs less but has a history of late delivery; Supplier B costs more but has reliable delivery. Which analytical approach best supports the decision?

  1. Weigh total cost of ownership, including the impact of late delivery, against reliability Correct answer.
  2. Choose Supplier A purely because the unit price is lower
  3. Choose Supplier B because it has always been used before
  4. Delay the decision indefinitely until prices change

Explanation

Sound procurement decisions compare total cost of ownership, including the operational impact of late delivery, against reliability. Focusing only on unit price ignores downstream costs.