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100+ Free ACCA SBL Practice Questions

ACCA Strategic Business Leader (SBL) practice questions are available now; exam metadata is being verified.

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The difference between gross (inherent) risk and net (residual) risk is that residual risk is the level of risk:

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B
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2026 Statistics

Key Facts: ACCA SBL Exam

3h 15m

Exam Duration

ACCA SBL Exam Page

100

Total Marks

ACCA SBL Syllabus

20

Professional Skills Marks

ACCA SBL Syllabus

50

Pass Mark (of 100)

ACCA

~50%

Recent Pass Rate

ACCA Pass Rates

GBP 268

Standard Entry Fee

ACCA Exam Fees

ACCA SBL is a 3 hour 15 minute session computer-based exam built around a single integrated case study answered entirely through constructed-response tasks. It carries 100 marks: 80 for technical knowledge across nine syllabus areas (leadership, governance, strategy, risk, technology and data analytics, organisational control and audit, finance in planning and decision-making, and innovation, performance excellence and change management) and 20 for professional skills (communication, commercial acumen, analysis, scepticism and evaluation). The pass mark is 50 out of 100. ACCA reported a pass rate of around 50% for SBL in December 2025. The standard exam entry fee is about GBP 268, varying by entry window and region. This bank delivers 100 MCQs as knowledge prep for that syllabus.

Sample ACCA SBL Practice Questions

Try these sample questions to test your ACCA SBL exam readiness. Each question includes a detailed explanation. Start the interactive quiz above for the full 100+ question experience with AI tutoring.

1In Schein's model of organisational culture, which level is the deepest and hardest to observe directly?
A.Basic underlying assumptions
B.Artefacts
C.Espoused values
D.Norms of behaviour
Explanation: Schein describes three levels: artefacts (visible structures), espoused values (strategies and goals), and basic underlying assumptions. The assumptions are unconscious, taken-for-granted beliefs and are the deepest, most influential and hardest to surface.
2A leader articulates an inspiring vision, builds commitment and stimulates followers to exceed their own self-interest for the good of the organisation. Which leadership style does this best describe?
A.Transactional leadership
B.Transformational leadership
C.Laissez-faire leadership
D.Bureaucratic leadership
Explanation: Transformational leadership (Bass) inspires followers through idealised influence, inspirational motivation, intellectual stimulation and individualised consideration, encouraging them to transcend self-interest for the collective goal.
3Kotter's eight-step model of change management begins with which step?
A.Form a powerful guiding coalition
B.Develop a vision and strategy
C.Create a sense of urgency
D.Generate short-term wins
Explanation: Kotter's first step is to establish a sense of urgency so that complacency is overcome and people are motivated to support the change. The guiding coalition, vision and other steps follow in sequence.
4In Lewin's three-stage change model, what is the purpose of the 'unfreezing' stage?
A.Embedding the change into routines and culture
B.Implementing the new ways of working
C.Measuring the financial benefit of the change
D.Reducing the forces that maintain the current state so people accept change
Explanation: Unfreezing creates the motivation to change by weakening the restraining forces that hold the status quo in place, preparing people to let go of existing behaviours before the change (movement) and refreezing stages.
5Which leadership approach holds that the most effective style depends on the maturity and readiness of followers and the demands of the task?
A.Situational (contingency) leadership
B.Trait theory
C.Great Man theory
D.Servant leadership
Explanation: Situational or contingency leadership (e.g. Hersey-Blanchard) argues there is no single best style; the leader adapts between directing, coaching, supporting and delegating based on follower readiness and the situation.
6Handy's cultural typology describes a culture that depends on a central power source, with rays of influence spreading from the centre and few rules. Which type is this?
A.Role culture
B.Power culture
C.Task culture
D.Person culture
Explanation: In Handy's model, power culture centres on one dominant individual or small group; control radiates from the centre, decisions are fast, and there is little bureaucracy. It suits small, entrepreneurial organisations.
7The McKinsey 7-S framework groups its elements into 'hard' and 'soft' S's. Which of the following is a 'soft' element?
A.Strategy
B.Structure
C.Shared values
D.Systems
Explanation: The soft elements are shared values, skills, staff and style; they are culture-related and harder to change. The hard elements are strategy, structure and systems, which are more tangible and easier to define.
8Belbin's team role theory suggests effective teams need a balance of roles. A 'Plant' in Belbin's model primarily contributes by:
A.Coordinating and delegating tasks among members
B.Turning ideas into practical actions
C.Ensuring deadlines and quality standards are met
D.Generating creative ideas and solving difficult problems
Explanation: The Plant is the creative, unorthodox idea-generator who solves difficult problems. Belbin argues a team needs a mix of thinking, action and people roles to be effective.
9Why is diversity and inclusion increasingly treated as a strategic leadership issue rather than only a compliance matter?
A.It can improve decision quality, innovation and access to talent
B.It removes the need for governance controls
C.It guarantees higher short-term profit in every period
D.It eliminates all organisational conflict
Explanation: Diverse teams bring varied perspectives that can reduce groupthink, strengthen innovation, widen the talent pool and improve stakeholder trust, which is why boards treat inclusion as a value driver, not just legal compliance.
10Servant leadership is most clearly distinguished from other styles by its primary focus on:
A.Maximising the leader's personal authority
B.Serving the growth and wellbeing of followers and stakeholders
C.Strict adherence to rules and procedures
D.Short-term financial targets above all else
Explanation: Servant leadership (Greenleaf) inverts the traditional pyramid: the leader's main role is to support, develop and empower followers and the wider community, with organisational performance following from that service.

About the ACCA SBL Practice Questions

Verified exam format metadata for ACCA Strategic Business Leader (SBL) is pending. The practice questions above remain available while official exam length, timing, passing score, fee, and administrator details are reviewed.