Articles / Leadership Programme Questions: Complete Interview & Selection Guide
Development, Training & CoachingDiscover essential leadership programme questions for interviews, evaluations, and selection. Learn what to ask providers, candidates, and yourself.
Written by Laura Bouttell • Fri 9th January 2026
Leadership programme questions serve multiple purposes—from evaluating programme quality before enrolment to selecting participants for competitive programmes to assessing leadership potential during hiring. Whether you're choosing a programme to attend, selecting candidates for your organisation's leadership development, or preparing for a leadership role interview, asking the right questions determines success.
This comprehensive guide provides question frameworks for every context where leadership programme questions matter, helping you make informed decisions about leadership development investment and talent selection.
Before investing in leadership development, evaluate programmes thoroughly by asking providers critical questions.
Curriculum Questions:
| Question | Why It Matters |
|---|---|
| What leadership competencies does this programme develop? | Ensures alignment with your development needs |
| How was the curriculum designed and validated? | Indicates programme rigour and research foundation |
| What balance exists between theory and practical application? | Reveals whether learning transfers to workplace |
| How does content adapt to participant experience levels? | Shows responsiveness to diverse learner needs |
| What makes this programme different from competitors? | Clarifies distinctive value proposition |
Methodology Questions:
Questions About Instructors:
| Question | What Good Answers Include |
|---|---|
| Who teaches the programme? | Named faculty with relevant credentials |
| What qualifications do facilitators hold? | Academic qualifications plus practical experience |
| What industry experience do instructors bring? | Specific examples of leadership roles held |
| How are facilitators evaluated? | Participant feedback, outcome tracking |
| Will I know my instructors before enrolling? | Transparency about faculty assignment |
Questions About Cohort Composition:
Questions About Support:
Impact Questions:
| Question | What to Listen For |
|---|---|
| How do you measure programme effectiveness? | Specific metrics beyond satisfaction surveys |
| What outcomes do graduates typically report? | Concrete examples of capability development |
| Can you share ROI data or impact studies? | Willingness to provide evidence |
| What career advancement do participants experience? | Post-programme promotion and role change data |
| How do employers evaluate programme graduates? | Feedback from organisational sponsors |
Logistics Questions:
When selecting candidates for competitive leadership programmes, use structured questions to evaluate potential.
Behavioural Questions Using STAR Method:
| Question | What to Evaluate |
|---|---|
| Tell me about a time you led a team through significant change. How did you approach it? | Change leadership, communication, resilience |
| Describe a situation where you had to make an unpopular decision. How did you handle it? | Courage, stakeholder management, integrity |
| Give an example of when you had to make a difficult decision quickly. What factors did you consider? | Decision-making, judgment, pressure management |
| Tell me about a time you failed as a leader. What did you learn? | Self-awareness, learning agility, vulnerability |
| Describe how you've developed a team member who was struggling. | Coaching ability, patience, development orientation |
Follow-Up Probes:
Self-Awareness Questions:
| Question | What Strong Answers Demonstrate |
|---|---|
| What are your greatest strengths as a leader? | Accurate self-assessment with examples |
| What aspects of leadership do you find most challenging? | Honest acknowledgment without excessive self-criticism |
| How would your direct reports describe your leadership style? | Awareness of impact on others |
| What feedback have you received that surprised you? | Openness to learning from feedback |
| How have you developed as a leader in the past three years? | Commitment to continuous growth |
Motivation Questions:
Strategic Questions:
Values and Approach Questions:
| Question | What to Listen For |
|---|---|
| What does ethical leadership mean to you? | Values clarity and integrity orientation |
| How do you build trust with new team members? | Relationship orientation, consistency |
| Describe your approach to diversity and inclusion. | Genuine commitment beyond compliance |
| How do you handle conflict within your team? | Constructive approach, willingness to engage |
| What role does feedback play in your leadership? | Openness to giving and receiving input |
When interviewing for leadership positions, prepare for questions that assess your capability.
Definition and Philosophy:
Experience-Based:
Situational:
Answer Framework (SOAR Method):
| Component | Description | Example |
|---|---|---|
| Situation | Context and background | "In my previous role, our division faced 40% budget cuts..." |
| Obstacle | Challenge or difficulty | "...whilst maintaining service levels to 500+ clients." |
| Action | What you specifically did | "I facilitated team sessions to identify efficiencies..." |
| Result | Outcomes achieved | "...achieving 35% cost reduction whilst improving client satisfaction by 12%." |
Tips for Effective Responses:
Before pursuing leadership development, honest self-assessment improves investment decisions.
Self-Evaluation Questions:
| Question | How to Use Your Answer |
|---|---|
| What leadership capability would most transform my effectiveness? | Prioritise development focus |
| What feedback do I consistently receive about my leadership? | Identify patterns requiring attention |
| Where do I feel least confident as a leader? | Target skill gaps |
| What situations do I avoid because they stretch my capabilities? | Identify growth edges |
| How do my leadership capabilities compare to role requirements? | Assess readiness for advancement |
Strategic Alignment:
Practical Assessment:
Organisations designing leadership programmes should address fundamental questions.
Strategic Questions:
| Question | Why It Matters |
|---|---|
| What business outcomes should leadership development support? | Ensures strategic alignment |
| What leadership capabilities does our strategy require? | Focuses development on relevant competencies |
| Where are our biggest leadership capability gaps? | Prioritises development investment |
| What leadership pipeline challenges do we face? | Addresses succession and talent flow |
| How do our leadership capabilities compare to competitors? | Benchmarks against industry standards |
Programme Architecture:
Execution Considerations:
Focus on programme-participant fit: What competencies does this develop, and are those my priority needs? Who teaches, and what qualifies them? What do graduates report about programme impact? What's the complete investment (time, money, energy)? Can I speak with alumni about their experience? These questions reveal whether the programme genuinely serves your development needs.
Use structured frameworks like STAR or SOAR to organise responses. Provide specific examples with concrete details rather than abstract philosophies. Quantify outcomes where possible. Show self-awareness by acknowledging both successes and learning from challenges. Demonstrate how experiences shaped your development. Keep responses focused—typically two to three minutes per question.
Good selection questions are behavioural and open-ended, requiring candidates to describe specific past experiences. They reveal how candidates have actually behaved, not how they think they should behave. Effective questions probe multiple dimensions: the situation, the candidate's actions, their reasoning, and outcomes achieved. Follow-up questions deepen understanding beyond prepared responses.
Quality matters more than quantity. Focus on three to five well-chosen questions with thorough follow-up rather than superficially covering many topics. The depth of discussion reveals more than breadth. Select questions aligned with your programme's specific requirements and the leadership challenges participants will face.
Start with strategic questions: What business outcomes should development support? What capabilities does our strategy require? Then address design questions: Who should we develop? What format works best? How will we measure impact? Finally, consider implementation: How do we select participants? How do managers support application? What sustains learning long-term?
Look for evidence of self-awareness, learning agility, and growth in candidates' stories. Strong candidates share both successes and challenges, demonstrating how they've developed over time. They show consideration for both results and people. Their examples include specific details about actions taken, reasoning behind decisions, and measurable outcomes. They accept responsibility rather than blaming circumstances.
Ask about ethical dilemmas: "Tell me about a time you faced pressure to compromise your values. How did you handle it?" Ask about trust-building: "How do you establish credibility with a new team?" Ask about difficult choices: "Describe a situation where doing the right thing was costly to you personally." Listen for consistency between stated values and behavioural examples.
Leadership programme questions—whether evaluating development options, selecting candidates, or preparing for interviews—determine the quality of leadership development outcomes. Thoughtful questions reveal what superficial inquiry misses.
For programme evaluation, invest time in thorough due diligence before committing resources. Speak with alumni, scrutinise outcome data, and assess fit with your specific development needs.
For selection interviews, prepare structured questions targeting the competencies that matter for your programme or role. Use behavioural questions requiring specific examples, and probe deeply rather than covering topics superficially.
For personal development, begin with honest self-assessment. What capabilities would most transform your effectiveness? What feedback patterns require attention? Let these insights guide programme selection and focus.
For organisational planning, anchor design in strategic requirements. What business outcomes should development support? What capabilities does strategy require? Build programmes addressing genuine needs rather than generic leadership content.
The right questions, asked thoughtfully and answered honestly, create foundation for leadership development that delivers lasting impact. Whether choosing programmes, selecting participants, or preparing for leadership opportunities, invest in the questions that matter.