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CIPS L6M1 認定試験の出題範囲：

トピック
出題範囲

トピック 1

リーダーシップのスキルと行動を理解して適用する: このセクションでは、調達マネージャーのスキルを測定し、リーダーシップとマネジメントの違いを批判的に評価することに焦点を当てます。リーダーシップの役割の定義、リーダーシップの重要性、状況に応じたリーダーシップ、変革的なリーダーシップについて説明します。測定される重要なスキルは、リーダーシップとマネジメントのアプローチを効果的に区別することです。

トピック 2

コミュニケーション計画手法の理解と適用: このセクションでは、コミュニケーションマネージャーのスキルを測定し、サプライチェーンの効果的なリーダーシップに使用できる影響力のスタイルの評価に焦点を当てます。改善された調達のビジョンの実装、さまざまな方向での管理モデル、および部門横断的なリーダーシップの影響力のスタイルについて説明します。測定される主要なスキルは、改善されたコミュニケーションのビジョンの実装です。

トピック 3

権力の源泉を対比する: このセクションでは、多様性と包括性の担当者を対象とし、サプライチェーンに関連する平等と多様性の問題をどのように活用して戦略的有効性を向上させることができるかを分析します。

トピック 4

倫理的な慣行と基準を理解して適用する: このセクションでは、規制コンプライアンスマネージャーのスキルを測定し、人々の倫理的な雇用に影響を与える規制を評価します。

CIPS Strategic Ethical Leadership 認定 L6M1 試験問題 (Q33-Q38):

質問 # 33
SIMULATION
Zainab is a Procurement Manager and has recently taken on 10 new staff members, taking the size of her team from 10 to 20. Discuss the process of learning that the new members of the team may go through as they start their new roles (15 points). Explain different learning styles she may find in members of her team, relating your answer to one academic model (10 points).

正解：

解説：
See the Answer is the explanation
Explanation:
Understanding the Learning Process and Learning Styles in a Procurement Team As a Procurement Manager, Zainab is responsible for onboarding 10 new team members, doubling the size of her team from 10 to 20. As these new employees begin their roles, they will go through a structured learning process to develop the necessary skills and knowledge. Additionally, each individual may have a different learning style, requiring Zainab to tailor her training approach.
Part 1: The Process of Learning for New Procurement Staff (15 Points)
New employees in Zainab's procurement team will typically go through the following learning stages, based on the Four Stages of Competence Model:
1. Unconscious Incompetence (Not Knowing What They Don't Know)
At this stage, the new hires are unaware of what they need to learn and may overestimate their abilities.
Example: A new procurement assistant may not realize the complexity of supplier negotiations or compliance requirements.
Zainab's Role:
✔ Provide clear job descriptions and introduce new employees to procurement policies.
✔ Use mentoring or shadowing to expose them to real-world tasks.
2. Conscious Incompetence (Realizing the Knowledge Gap)
As they begin working, new team members become aware of their lack of knowledge and skills.
Example: A recruit may struggle to use procurement software or understand supplier evaluation criteria.
Zainab's Role:
✔ Offer structured training programs (e.g., workshops on procurement software).
✔ Allow safe spaces for mistakes and learning.
3. Conscious Competence (Developing Skills with Effort)
New employees start applying their knowledge but still require concentration and practice.
Example: A team member can conduct supplier due diligence, but needs to double-check procedures.
Zainab's Role:
✔ Provide feedback and constructive coaching.
✔ Assign small, real-world tasks to build confidence.
4. Unconscious Competence (Mastering the Skills Automatically)
At this stage, the employee can perform tasks efficiently without much conscious effort.
Example: A procurement officer can analyze supplier bids instinctively, applying best practices without hesitation.
Zainab's Role:
✔ Encourage employees to mentor new hires in the future.
✔ Offer career development opportunities (e.g., CIPS qualifications).
Part 2: Learning Styles in the Team (10 Points)
Different team members will have different learning styles, which means Zainab must tailor her training to accommodate them. A useful model to understand these differences is Kolb's Learning Styles Model (1984), which identifies four learning styles:
1. Activists (Learn by Doing)
Prefer hands-on experiences and practical exercises.
Example: A new team member learns best by participating in live supplier negotiations.
Training Approach:
✔ Use role-playing exercises and real procurement tasks.
2. Reflectors (Learn by Observing and Thinking)
Prefer to watch, analyze, and review before taking action.
Example: A procurement analyst might prefer to observe meetings before participating.
Training Approach:
✔ Provide case studies and post-task reflection sessions.
3. Theorists (Learn by Understanding Concepts and Models)
Prefer structured explanations, data, and frameworks.
Example: A procurement team member might want to study CIPS frameworks before implementing them.
Training Approach:
✔ Use lectures, whitepapers, and structured presentations.
4. Pragmatists (Learn by Applying Knowledge to Real Problems)
Prefer practical solutions and immediate application.
Example: A procurement officer may experiment with supplier cost models in real contracts.
Training Approach:
✔ Use real-world
SIMULATIONs and problem-solving exercises.
Conclusion
New employees in Zainab's procurement team will progress through stages of competence, requiring structured learning, coaching, and hands-on experience. By recognizing different learning styles (based on Kolb's model), Zainab can tailor training to ensure maximum engagement and skill development. This will help her team become efficient, confident, and competent procurement professionals.

質問 # 34
SIMULATION
Evaluate the 'Traits' approach to leadership (25 points)

正解：

解説：
See the Answer is the explanation
Explanation:
Introduction
Leadership plays a pivotal role in organizational success, influencing decision-making, team performance, and strategic direction. One of the earliest and most enduring leadership theories is the "Traits Approach to Leadership." This theory suggests that certain inherent traits make an individual an effective leader. Unlike other leadership theories that focus on behaviors or situational factors, the traits approach assumes that leaders are born, not made.
This essay will critically evaluate the traits approach to leadership, discussing its key characteristics, advantages, limitations, and relevance in modern organizational contexts, particularly in procurement and supply chain management.
Understanding the Traits Approach to Leadership
Definition
The Traits Approach to Leadership is based on the idea that effective leaders possess inherent personality traits that differentiate them from non-leaders. These traits are considered stable over time and consistent across different situations.
Early leadership research focused on identifying the common traits found in successful leaders across industries, military settings, and politics.
Key Characteristics of the Traits Approach
Innate Leadership Qualities - Leadership is seen as something a person is born with, rather than developed.
Focus on Personality Traits - Effective leaders exhibit specific personality traits such as intelligence, confidence, and emotional stability.
Universal Application - The theory assumes that leadership traits apply across all industries and organizational settings.
Predictability of Leadership Success - If someone possesses the right traits, they are more likely to become a successful leader.
Common Leadership Traits Identified in Research

These traits suggest that leaders are naturally equipped with qualities that allow them to excel in their roles.
Advantages of the Traits Approach to Leadership (10 Points)
1. Identifies Key Leadership Qualities
The traits approach helps organizations identify individuals with leadership potential by assessing personality traits.
Example: In procurement, a leader with high intelligence and problem-solving skills can effectively negotiate supplier contracts and manage risks.
2. Provides a Foundation for Leadership Selection
Organizations can use personality assessments to select and promote leaders based on their inherent characteristics.
Example: A company hiring a Chief Procurement Officer (CPO) may look for candidates who exhibit confidence, strong decision-making skills, and integrity.
3. Universally Recognized and Researched
This approach has been extensively studied for decades, making it one of the most well-documented leadership theories.
Example: Many successful world leaders, such as Steve Jobs and Nelson Mandela, exhibited self-confidence, resilience, and intelligence-key traits identified in the model.
4. Helps Develop Leadership Training Programs
Although traits are largely inborn, some leadership traits can be developed through training and experience.
Example: An employee with high intelligence but low sociability can undergo communication and emotional intelligence training to become a more effective leader.
5. Supports Leadership Continuity and Succession Planning
Organizations can identify and groom future leaders by assessing leadership traits early in their careers.
Example: A procurement manager with initiative, strong ethics, and analytical skills can be promoted to a strategic leadership role.
Limitations of the Traits Approach to Leadership (10 Points)
1. Ignores the Influence of Situations and Context
Leadership effectiveness depends on the situation rather than just traits.
Example: A leader with strong confidence and intelligence may struggle in a highly bureaucratic organization where decision-making is slow.
2. Fails to Explain Leadership Development
This theory assumes that leaders are born, not made, which contradicts modern research showing that leadership can be learned and developed.
Example: Many successful CEOs started as entry-level employees and developed their leadership skills over time.
3. Overlooks the Importance of Leadership Behaviors
Having the right traits does not automatically make someone an effective leader-their actions, decision-making style, and adaptability matter more.
Example: A procurement leader with high intelligence but poor communication skills may fail to build strong supplier relationships.
4. No Clear Agreement on Essential Traits
Different studies identify different sets of leadership traits, making it difficult to define a universal leadership profile.
Example: Some researchers emphasize charisma and extroversion, while others focus on humility and adaptability.
5. Does Not Account for Cultural Differences
Leadership traits may not be universal across cultures-a trait that is valuable in one culture may not be as important in another.
Example: In Western cultures, assertiveness is valued, while in Asian cultures, humility and collective decision-making are preferred leadership traits.
Relevance of the Traits Approach in Modern Organizations
Despite its limitations, the traits approach remains relevant in leadership selection and development. Modern organizations integrate it with other leadership theories to create a holistic leadership model.
1. Integration with Behavioral Leadership Models
Instead of assuming that traits alone determine leadership success, organizations combine it with behavioral approaches that emphasize leadership actions.
Example: Transformational leadership combines traits (e.g., charisma, confidence) with inspiring behaviors to create an effective leadership model.
2. Use in Leadership Assessments and Hiring
Organizations use psychometric assessments to evaluate potential leaders based on personality traits.
Example: The Big Five Personality Model (openness, conscientiousness, extraversion, agreeableness, neuroticism) is commonly used in executive hiring.
3. Helps in Leadership Development Programs
While some leadership traits are inborn, others can be developed through mentorship, training, and experience.
Example: Procurement professionals can enhance their decision-making skills, emotional intelligence, and adaptability through leadership development programs.
Conclusion
The traits approach to leadership has been a foundational theory in leadership studies, helping organizations understand the qualities that define effective leaders. It provides valuable insights into leadership selection, succession planning, and training.
However, the approach has several limitations, particularly its lack of situational awareness and failure to explain leadership development. Modern organizations recognize that while leadership traits are important, behaviors, experience, and adaptability play an equally critical role.
The most effective approach to leadership combines trait theory with behavioral and situational leadership models to create a well-rounded leadership development framework. This ensures that leadership is not just about natural talent but also about continuous learning, adaptability, and strategic execution.

質問 # 35
SIMULATION
Explain what is meant by the 'Informal Organisation'. How can this have a positive or negative impact upon an organisation? (25 points)

正解：

解説：
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 it
P1 - what makes up the informal organisation. Example
P2 - positive
P3 - negative
Conclusion - organisations need to appreciate its existence, harness the positive (communication and helping each other) but mitigate the bad (cliques and rumours).
Example Essay
The "Informal Organization" refers to the unofficial, and often spontaneous network of relationships, interactions, and communication that develop among employees within an organization. It exists alongside the formal structure and hierarchy of the organization, which is usually defined by the organizational chart, job roles, and official reporting relationships. The informal organization, on the other hand, is not documented or officially sanctioned but plays a significant role in shaping the work environment and influencing how work gets done.
The informal organisation is composed of : social networking (informal groups of friends), the Grapevine (informal messages, rumours) and collective values (groups making assumptions - familiarity breeds contempt). An example of this may be employees from different departments who routinely have lunch together and 'gossip' about the company. The Informal Organization exists in all types of organisation, regardless of the formal structure and it can have both positive and negative impacts on an organization:
Positive Impact:
Enhanced Communication: Informal networks often facilitate communication and information flow that might be limited within the formal structure. Employees can share ideas, solutions, and concerns more freely, leading to increased innovation and problem-solving.
Rapid Response to Change: Informal groups can adapt quickly to changes in the work environment, helping employees cope with uncertainty and transitions. They can be valuable during times of crisis or when the organization needs to pivot.
Social Support: Informal relationships can provide emotional support and a sense of belonging, reducing workplace stress and improving employee morale and job satisfaction. This can lead to higher retention rates and productivity. This is particularly true when activities or hobbies are included, for example a group of colleagues who create a football league and play after work.
Knowledge Transfer: Informal networks often facilitate the transfer of tacit knowledge (knowledge that is not easily documented) among employees, helping with onboarding, skill development, and organizational learning. For example, a more senior employee telling a new starter that Client A is a hothead so to make sure you answer his emails first.
Problem Resolution: Employees within informal networks may assist each other in resolving work-related issues, leading to quicker problem resolution and improved overall efficiency.
Negative Impact:
Cliques and Exclusivity: Informal groups can sometimes lead to cliques or exclusionary behaviour, which may create a sense of favouritism or inequality. This can negatively impact morale and teamwork. For example if the manager plays in the football league mentioned above he may consciously or unconsciously pick someone else who plays football for a promotion.
Resistance to Change: In some cases, informal groups may resist organizational changes that threaten their established norms or power dynamics, hindering the implementation of necessary reforms.
Gossip and Rumours: Informal communication can lead to the spreading of rumours, misinformation, or negative perceptions, which can harm employee morale and create a culture of distrust.
Conflict and Discord: Informal networks can sometimes breed conflicts and rivalries, which may spill over into the formal organization and disrupt teamwork and productivity. This may be those who play football vs those who don't.
Lack of Accountability: In the absence of clear reporting structures, the informal organization can undermine accountability, as individuals may not be held responsible for their actions or decisions.
In summary, the informal organization can have a significant impact on an organization, both positive and negative. Understanding and managing these informal dynamics is essential for creating a productive and harmonious work environment. The organisation should foster a culture of inclusivity and diversity to reduce the formation of cliques and utilise informal networks for knowledge sharing and employee engagement initiatives.
Tutor Notes
- The football example is from my own personal experience. Another example is a split between people who go for a drink after work and those who don't.
- Informal organisations is on p. 250 of the study guide. It came up as a topic in May 22 but that was about how it can impact change, specifically. So you could get a question like the above on pros and cons. Or a question with a case study.
- I love this quote: "Gossip is just the news wearing a tutu." - Barbara Kingsolver. I think it perfectly sums up the informal organisation. It's communication channels and relationships, just in a tutu.

質問 # 36
SIMULATION
Evaluate the following approaches to leadership: autocratic and affiliative (25 points)

正解：

解説：
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.

質問 # 37
SIMULATION
Mark is the Head of IT at Squirrel Incorporated and has been asked to join a cross-functional team including staff from the procurement and finance departments. The team is tasked with looking into the procurement of a new IT system. Explain some of the different roles that Mark could play in this newly formed team and discuss how Mark can influence the outcome of decisions made. (25 points)

正解：

解説：
See the Answer is the explanation
Explanation:
Mark's Role and Influence in a Cross-Functional Procurement Team
As Head of IT at Squirrel Incorporated, Mark has been asked to join a cross-functional team to evaluate and procure a new IT system. This team includes representatives from procurement and finance, meaning each member will have a distinct perspective. Given Mark's technical expertise, he can play multiple roles in the decision-making process. This essay explores key roles Mark could play and how he can influence the outcome of decisions.
Roles Mark Could Play in the Team
1. Technical Expert
Since the procurement involves an IT system, Mark's primary role is to provide technical expertise on system requirements, compatibility, and security.
Responsibilities:
Define the technical specifications for the new system.
Ensure the system is compatible with existing infrastructure.
Evaluate vendors' technical capabilities and cybersecurity compliance.
Influence on Outcome:
✔ Ensures only technically viable solutions are considered.
✔ Prevents the company from investing in obsolete or incompatible technology.
2. Liaison Between IT and Other Departments
Since procurement and finance teams may not have deep technical knowledge, Mark can act as a translator, ensuring IT needs are understood and integrated into procurement decisions.
Responsibilities:
Explain technical jargon in business-friendly terms.
Align IT system selection with business objectives.
Address concerns from finance (budget) and procurement (supplier contracts).
Influence on Outcome:
✔ Ensures the new system meets business and IT needs.
✔ Helps non-technical team members make informed decisions.
3. Risk Assessor
IT systems carry risks related to cybersecurity, compliance, and implementation challenges. Mark can lead in risk assessment and mitigation.
Responsibilities:
Identify potential security vulnerabilities.
Ensure compliance with data protection laws (e.g., GDPR, CCPA).
Evaluate risks related to system downtime and integration failures.
Influence on Outcome:
✔ Reduces the risk of costly data breaches or compliance violations.
✔ Helps select vendors with strong security measures.
4. Change Management Facilitator
Implementing a new IT system requires user training and adaptation. Mark can anticipate resistance to change and help ensure smooth adoption.
Responsibilities:
Assess potential user resistance and develop a training plan.
Work with HR and department heads to facilitate smooth transition.
Provide input on user experience (UX) and ease of use.
Influence on Outcome:
✔ Increases the likelihood of successful system adoption.
✔ Reduces productivity losses due to poor training or resistance.
5. Budget and Cost Advisor
Although finance oversees budget approvals, Mark can help justify IT-related expenses and ensure the team gets the best value for the investment.
Responsibilities:
Identify hidden costs (e.g., licensing fees, maintenance, upgrades).
Compare on-premise vs. cloud-based solutions for cost-effectiveness.
Negotiate with vendors for best pricing and support packages.
Influence on Outcome:
✔ Ensures long-term cost savings by choosing a scalable, efficient system.
✔ Prevents overspending on unnecessary features.
How Mark Can Influence Decision-Making
Mark's technical knowledge, risk assessment skills, and financial awareness give him significant influence over the team's decisions. Here's how he can maximize his impact:
Providing Data-Driven Insights
Use comparative analysis to show which IT system performs best.
Present case studies or industry benchmarks to support recommendations.
Building Consensus Among Team Members
Address concerns of procurement (vendor selection) and finance (cost control).
Act as a neutral party balancing IT needs with business constraints.
Advocating for Long-Term Strategy Over Short-Term Cost Savings
Highlight scalability and future-proofing rather than just upfront costs.
Explain the total cost of ownership (TCO), including maintenance and upgrades.
Engaging with Vendors and Negotiating Best Terms
Participate in vendor meetings to ensure IT concerns are properly addressed.
Suggest contractual terms that provide flexibility and service guarantees.
Conclusion
Mark's role in this cross-functional team is critical to ensuring a successful IT system procurement. By acting as a technical expert, liaison, risk assessor, change manager, and budget advisor, he can ensure that business needs, security, and cost-effectiveness are balanced. His ability to communicate effectively, present data-driven insights, and align stakeholders will significantly influence the final decision. Through strategic engagement, Mark can help the team select the best IT system that supports Squirrel Incorporated's long-term success.

質問 # 38
......

調査によると、当社の高く評価されているL6M1テスト問題の成功は、簡単に操作できる練習システムへの尽力によるものです。候補者から寄せられたフィードバックのほとんどは、L6M1ガイド急流が優れたプラクティスとシステムを実装し、より競争力のある新しい製品を発売する能力を強化していることを物語っています。 L6M1試験ダンプに伴い、Q＆Aはそれほど複雑ではありませんが、より重要な情報で受験者を教育します。これにより、L6M1試験に合格するための知識を深め、自己啓発を強化できます。

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