Updated: August 2026 · By Álvaro Arrescurrenaga · CEO of Voicit
20 questions
Scoring rubric 1–5
Updated August 2026
Short answer
Good leadership questions ask for a specific situation the candidate led, not their philosophy of leadership. Ask what they inherited, what they decided, who pushed back, and what happened after. Score the evidence, not the confidence.
Most leadership interviews fail the same way: the candidate describes the kind of leader they’d like to be, the interviewer nods, and nobody writes down anything that can be compared later. The 20 questions below force a real example, and each one tells you what a strong answer contains and what should worry you.
Before you ask: define what leadership means for this role
«Leadership» is not one competency. A team lead managing four engineers, a regional director and a founder-level hire need different evidence. Pick the two or three dimensions that matter for this job and ask two questions each, rather than one question about everything.
Dimension
Ask about it when the role involves
Signal you are looking for
People management
Direct reports, performance reviews
They have had a hard conversation and it changed something
Direction setting
Ambiguity, no clear roadmap
They chose a path and can explain what they gave up
Influence without authority
Cross-functional work, matrix orgs
They moved a decision they did not own
Developing others
Growing a team, succession
Someone they hired or coached got promoted
Crisis handling
On-call, incidents, turnarounds
They stayed specific about what they did in the first 48 hours
People management questions
Tell me about a time you had to give difficult feedback to someone on your team. What did you say?What a strong answer shows: They quote the actual words used, describe the person’s reaction, and say what changed afterwards. Specific and slightly uncomfortable.Red flag: Answers in principles («I believe in radical candour») without a single concrete conversation.
Describe a time you had to let someone go or manage someone out. How did you handle it?What a strong answer shows: Evidence of a fair process: documented expectations, chances to improve, and respect for the person afterwards.Red flag: Blames the person entirely, or has never had to do it and shows no awareness of what it involves.
How did you handle a high performer who was damaging team morale?What a strong answer shows: They saw the trade-off clearly and acted rather than tolerating it because of the output.Red flag: «Results are results» — no acknowledgement that the rest of the team was paying for it.
Tell me about someone you promoted. Why them, and what happened next?What a strong answer shows: They can describe the person’s growth and their own role in it, including what they got wrong.Red flag: Takes full credit, or cannot name what the person actually improved.
How do you decide what to delegate, and what do you keep?What a strong answer shows: A rule they actually apply, plus an example of something they kept and regretted keeping.Red flag: Delegates everything or nothing, with no reasoning about their own bandwidth.
Tell me about someone on your team who was struggling. What did you do?What a strong answer shows: They noticed early, diagnosed the cause rather than the symptom, and can say whether it worked.Red flag: The story ends at ‘I gave them feedback’ with no follow-through.
Direction and decision-making questions
Tell me about a decision you made with incomplete information. What did you decide and what did it cost?What a strong answer shows: They name the alternative they rejected and the risk they accepted. Trade-offs, not just outcomes.Red flag: Every decision in their story turned out perfectly.
Describe a time you changed direction after committing publicly to a plan.What a strong answer shows: They explain what evidence changed their mind and how they communicated the reversal to the team.Red flag: Frames changing their mind as weakness, or has never done it.
What is something your team was doing that you stopped? How did you decide?What a strong answer shows: Willingness to kill work, and a clear criterion for what was no longer worth doing.Red flag: Only adds, never removes.
Walk me through a goal you set for your team that you missed. What did you do about it?What a strong answer shows: Ownership without self-flagellation, plus a concrete change to how they operate now.Red flag: The miss is always explained by external factors.
How do you set priorities when everything is labelled urgent?What a strong answer shows: A concrete forcing mechanism — a list, a cap, a conversation with their own manager — and an example of what they said no to.Red flag: Claims to just work harder, or has never pushed back on scope.
What did you change about how your team works in the last year?What a strong answer shows: One specific change, why it was needed, and how they know whether it stuck.Red flag: Cannot name anything, or lists process changes with no reason behind them.
Influence and cross-functional questions
Tell me about a time you had to get a team you don’t manage to change what they were doing.What a strong answer shows: A named stakeholder, a real objection, and the argument or data that moved them.Red flag: «I escalated to my manager» as the only tool.
Describe a disagreement with a peer at your level. How did it end?What a strong answer shows: They can state the other person’s position fairly, which is the clearest sign they actually listened.Red flag: The peer is described as irrational or political, with no steelman of their view.
How did you get buy-in for something unpopular?What a strong answer shows: They anticipated the objection and adjusted the plan, rather than just selling harder.Red flag: Buy-in means «I explained it until they agreed».
Tell me about a time you had to lead people more experienced than you.What a strong answer shows: They earned credibility with a specific action rather than asserting authority, and can name who was sceptical.Red flag: Leaned on the title, or dismisses the tension as a non-issue.
Crisis and pressure questions
Tell me about the worst week you’ve had as a manager. What happened?What a strong answer shows: Enough detail that you can picture it, and what they did in the first hours specifically.Red flag: Cannot think of one, or picks something trivially safe.
Describe a time you inherited a team that was struggling. What did you do first?What a strong answer shows: They diagnosed before acting, and their first move was usually listening, not restructuring.Red flag: Immediately reorganised or replaced people in week one, with no diagnosis.
When did you last have to deliver bad news to your team? How did you frame it?What a strong answer shows: Straight talk plus a plan. They did not hide behind company language.Red flag: Delegated the message upward or never had to.
What is the hardest feedback you have received as a manager, and what did you do with it?What a strong answer shows: They can repeat the criticism in the critic’s words, which shows they heard it, and name what changed.Red flag: The feedback they pick is a humblebrag, or nothing changed afterwards.
How to score the answers
Use the same scale for every candidate and write the evidence next to the score, not just the number. A score without a quote is an opinion you will not be able to defend in a debrief.
Score
What it means
Typical evidence
1
No example
Talks about leadership in the abstract only
2
Generic example
A situation, but no specific actions of their own
3
Solid example
Clear situation, their actions, a result
4
Strong example
Above, plus the trade-off they made and what they’d change
5
Exceptional
Above, plus evidence of a lasting change to the team or system
Stop writing up interviews by hand. Voicit records the interview, transcribes it and fills your scorecard against the competencies you defined — so you can listen instead of typing.
The ones that force a specific past situation: a hard piece of feedback, a decision made without enough information, a peer disagreement, a goal missed. Hypothetical questions («how would you lead a team?») reward preparation, not experience.
How do you assess leadership in someone who has never managed people?
Ask about influence rather than authority: a time they changed a decision they did not own, mentored someone informally, or set direction for a project. Leadership shows up before the job title does.
How many leadership questions should one interview include?
Four to six, with follow-ups. Fewer questions asked in depth beat a long list asked shallowly, because the evidence you need usually comes from the second or third follow-up.
Should I ask the same leadership questions to every candidate?
Yes. That is what makes the scores comparable. Vary the follow-ups based on what they say, but keep the core questions identical across candidates for the same role.
What are the 7 core skills of a leader?
Most frameworks converge on the same set: communication, decision-making, delegation, developing people, accountability, adaptability and strategic thinking. For an interview, they are only useful if you turn each one into a question that asks for a past situation — otherwise you are scoring vocabulary, not capability.
What questions should a candidate ask in a leadership interview?
Strong candidates ask about the things that are hard to change: how decisions get made, what happened to the last person in the role, how performance is actually measured, and what the team would say is broken. If a candidate asks none of these, that is worth noting on your scorecard too.
Voicit records interviews and meetings, transcribes them and writes the report against the template each team defines. These question sets come from working with recruitment consultancies and in-house talent teams across Europe.
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Updated: August 2026 · By Álvaro Arrescurrenaga · CEO of Voicit