PMI-ACP® · PMI · Leadership · Bank updated 2026-07-03
PMI-ACP® practice questions: Leadership
5 free questions from 38 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Leadership section of our PMI-ACP® bank (38 questions on this area, which carries 25% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Leadership
A Kanban team is deadlocked, evenly split between two proposed WIP limits for the 'In Progress' column. The team facilitator wants the team to reach a decision it will genuinely support, without imposing a choice using positional authority. Which facilitation technique is MOST appropriate?
AThe facilitator picks the WIP limit that seems most reasonable and announces it as final.
BPostpone the decision indefinitely until the disagreement resolves itself.
CUse a convergence technique such as fist-of-five voting to surface concerns and iterate toward a shared decision.
DEscalate the WIP limit decision to portfolio management for a binding ruling.
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2/5 · Leadership
In a Lean/Kanban environment, a leader observes that team members are frequently interrupted by unplanned expedite requests from the sales department, causing repeated context switching and rising cycle times. Applying servant leadership, what should the leader do?
AAdd an unlimited expedite lane to the board so any request can be pulled in immediately without further discussion.
BInstruct the team to work faster and multitask more to absorb the extra requests without additional negotiation.
CIgnore the interruptions since sales requests are outside the leader's area of authority.
DFacilitate a conversation with sales stakeholders to establish an agreed policy for handling expedite requests, shielding the team from unmanaged interruptions.
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3/5 · Leadership · easy
A senior team member helps a newer colleague by sharing her own past experience delivering similar work and giving direct advice on the approach to take. Which role is she primarily performing in this interaction?
AMentor, because she is transferring her own knowledge and experience directly to guide the colleague's decisions.
BServant leader, because she is removing an impediment blocking the colleague's work.
CFacilitator, because she is guiding a group toward a shared decision.
DCoach, because she is asking questions to help the colleague discover the answer independently.
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4/5 · Leadership · hard
During a retrospective, a team member becomes visibly upset and sharply blames a colleague for a missed deadline, and the room goes tense. The facilitator, drawing on emotional intelligence, should do which of the following first?
AContinue through the planned retrospective agenda without comment, treating the outburst as a distraction to move past.
BEnd the retrospective early to avoid further conflict and revisit the topic informally at a later, unspecified time.
CAcknowledge the frustration in the room, pause the agenda briefly, and create a safe space for both individuals to be heard before continuing.
DImmediately determine who is at fault for the missed deadline so the team can move forward with clarity.
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C is correct. Emotional intelligence in a leadership or facilitation role involves recognizing emotional cues (self-awareness/social awareness) and actively managing the interaction to restore psychological safety (relationship management) before resuming task-focused discussion. Ignoring, escalating, or avoiding the moment each fail to apply these competencies and risk lasting team friction.
↗ PMI-ACP Examination Content Outline (effective November 2024) + Agile Practice Guide — Leadership
5/5 · Leadership
A Lean/Kanban team keeps experiencing the same expedite requests disrupting their flow every few weeks. The agile lead wants to move past treating each expedite as an isolated event and instead facilitate resolution of the underlying pattern. Which approach is most consistent with facilitating problem resolution as described for agile leadership?
ADirect the team to simply increase their work-in-progress limits so more expedite requests can be absorbed without investigation.
BEscalate every future expedite request straight to senior management for a decision, bypassing the team entirely.
CFacilitate a cause-and-effect (fishbone) analysis with the team to trace each recurring expedite back to a shared systemic cause, then agree on a resolution strategy together.
DAssign a single team member to silently track expedite requests in a private spreadsheet with no team discussion of causes.
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C is correct. Facilitating problem resolution for a recurring pattern calls for investigating the root cause, using techniques such as cause-and-effect (fishbone) analysis, and then determining a resolution strategy together with the team. Loosening WIP limits, tracking causes privately, or bypassing the team to management all treat the symptom rather than the systemic cause. A team-facilitated root cause analysis keeps the resolution grounded in shared understanding and lasting value.
↗ the PMI-ACP Examination Content Outline — Leadership
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