At Hogan, we talk a lot about derailers and the dark side of
personality. When the pressure’s on, the line between strength and weakness
isn’t always clear — drive becomes ruthless ambition, attention to detail
becomes micromanaging, perceptiveness turns to cynicism, etc. The dark side of
personality derails careers and companies, but it doesn’t have to.
The Hogan Development Survey (HDS) describes the dark side of personality – the qualities that emerge in times of increased strain that can disrupt relationships, damage reputations, and derail peoples’ chance of success. But, how do these situations play out in the workplace? What kind of behaviors should you be on the lookout for? And, most importantly, how do you derail?
In this video, co-workers Kevin, Tina, Diego, Janice, and Lawrence give us an up-close look at the Dark Side of personality. For more information, visit www.howdoyouderail.com.
*This post was authored by Ryne Sherman and Brandon Ferrell.
recently published study suggests that some of
the most common personality assessments (i.e., one’s based on the Big 5) don’t
work in other countries. The study was published in a prestigious journal (Science
impact factor > 12), and it has already gained prominent media attention.
One outlet said that these personality tests don’t hold up around the world. NPR said that personality
tests don’t reveal the real you. Reading these articles
might make you conclude that personality assessments just can’t be used in
other countries. Fortunately, despite what the economists who contributed to
the article and the journalists who are covering it might have you believe, such
a conclusion is just wrong. In what follows, we show you why.
Across Borders and Languages
you had a rod that measures 1 meter in Australia, but 2 meters in Kenya, you
have a big problem. Clearly, the term “1 meter” doesn’t mean the same thing in
different locations or different languages. As a principle of measurement, you
want to be sure that whatever you are measuring in one location (or one
language) is the same thing that you are measuring in another. In terms of
personality assessment, comparing countries (or languages) absolutely requires
that the assessments are used in the same fashion across countries and
languages. Psychologists use a metric called the congruence coefficient to determine the degree
to which instruments are measuring the same thing. Scores on the metric can
range from -1.00 to +1.00, with higher scores indicating greater similarity. The
accepted standard for declaring the instruments as similar is a congruence
coefficient > .84. The recently published study found average congruence
coefficients of .73 and .71 in survey data gathered in so-called non-WEIRD countries (e.g., Kenya, Philippines,
Managementberatung, an authorized Hogan distributor in Germany, recently
hosted its JAM SESSION titled ‘New Leadership? Authentic in Turbulent Times’ with
more than 100 attendees on July 4 at the Klassikstadt in Frankfurt. The purpose
of the event was to bring clients, HR professionals, and business leaders
together to jointly discuss opportunities and risks of leadership in the
context of new work.
RELEVANT partnered with Odgers Berndtson
to host the event, which featured the following speakers:
Dr. Robert Hogan, Hogan Assessments – Dr. Hogan
spoke to the crowd about how humility outperforms charisma when it comes to
Dr. Scott Gregory, CEO, Hogan Assessments – Dr.
Gregory served as a speaker of one of five breakout sessions. His discussion
focused on the science of personality and how to derive value from big data. The
other four sessions featured representatives from CMS Legal, Fondsdepot Bank,
Beiersdorf, and Daimler.
Dr. Niklas Friedrich, Vodafone – Dr. Friedrich,
who serves as Vodafone’s Head of People & Organizational Strategy,
presented to the crowd about Vodafone’s initiative to “futurize leadership”
across the organization.
Marcus Reif, HR expert, speaker and blogger –
Mr. Reif spoke about “how to stay relevant in turbulent times” before the
official agenda was concluded and the networking continued.
Our friends at metaBeratung,
an authorized Hogan distributor in Germany and Switzerland, recently hosted
events in Zurich and Munich, featuring Hogan Founder and Chairman Dr. Robert
Hogan, Hogan CEO Dr. Scott Gregory, IMD Business School Professor John Weeks,
and metaBeratung CEO Nicole Neubauer.
The events, titled ‘Future of Leadership: From Charisma to
Humility,’ were held at Hotel Widder in Zurich on July 2and at
Hotel Bayerischer Hof in Munich on July 3, and the
events were attended by more than 140 business leaders and talent management
professionals in Zurich and more than 70 in Munich.
With humility being the core theme of the events, Dr. Hogan
spoke about the importance of identifying and promoting humble leaders, as
opposed to their charismatic, and likely ineffective, counterparts.
Organizations for decades have heavily leaned toward the promotion of
charismatic leaders because they are socially and politically skilled. However,
Hogan’s research on leadership shows that although these leaders tend to emerge
within organizations, they historically are less effective than humble leaders.
*This article was written by Dr. Robert Hogan and Dr. Ryne Sherman for a special issue of Personality and Individual Differences.
People are the deadliest invasive species in the history of the earth. People have the potential to kill every living thing and, in certain instances have already done so (e.g., passenger pigeons, western black rhinoceros, great auk) or are on their way to doing so (e.g., sea turtles, elephants, tigers, polar bears). Given their frightful potential and world-wide presence, it would be useful to know something about people. Personality psychology is the “go-to” discipline for understanding people; personality psychology is the only discipline whose primary focus is the nature of human nature. What does personality psychology tell us about human nature? The answer depends on whom you ask; or more precisely, to which theory of personality you subscribe.
success of any organization depends on the people who work in it. Therefore, it
is crucial for businesses to hire the right employees. Using valid assessment
tools such as General
Employability, companies can more easily identify the personality
characteristics that predict employability across a wide range of jobs. In
turn, businesses are more productive, have less turnover, have more satisfied
and engaged employees, and are more financially successful.
Employability is defined as the ability to find a job, the
ability to retain it, and the ability to find a new job should the first one go
away. There are three key components of employability that the assessment considers:
I have just returned from another fantastic voyage to the East. And since this e-postcard has only so much room to spare, I’ll cut right to the chase. It was my absolute pleasure traveling to and across Australia as I accompanied Peter Berry Consultancy (Hogan’s premier distributor) for their 2019 Thought Leadership Forum. This series of events featured the Australian Psychological Society’s biannual I/O Psychology Conference (IOP) as a capstone, of which PBC continues to be the sole platinum sponsor.
The following was just some of my report from the antipodes:
The PBC Hogan User conferences in Sydney,
Melbourne and Adelaide were each a huge success. With legendary
style, Peter Berry, Managing Director and Shayne Nealon, Managing Partner
of PBC delivered presentations on client case studies and the latest
innovations on the Hogan
360. A special highlight was when an executive from Australia’s national
cricket team gave a ripper presentation on their usage of Hogan and the
benefits it has brought to the organization. Public and private sector
executives, academics, consultants and coaches were all in attendance.
There are numerous perspectives and fundamental disagreement
about the true definition of leadership. The good news is, most definitions of
leadership fit into two broad categories. On one hand, we can think of a person
who has a supervisory or management title as being a leader. On the other hand,
we can think of a person who supports and guides a group to work toward common
goals as being a leader. The first definition is based on a person’s formal
role within an organization. The second definition is based on the function the
leader serves and the group’s outcome.
Most books about leadership either explicitly or implicitly
define leadership in terms of who is in charge, as does much of the academic
study of leadership. The assumption is that leadership is about the position
rather than the person. How do you know someone is a leader? You see if they
have a title that implies they are in a leadership role. How do you study
leadership to understand what it is about? You find people who are in
leadership positions and study what they are doing. Who writes books about
leadership? People who have been in leadership positions. Whose leadership
books get published? Those who have had leadership titles in companies with
recognizable brands. How does one get better at leadership? They read those
books. The authors must know something about leadership, because they have been
in leadership positions, right?
The idea of transformational leadership sounds good when
taken at face value. A transformational leader is someone who instills pride,
respect and trust in its followers. They inspire and motivate people beyond
expectations, sparking innovation and change. And, if you look up
“transformation” in the dictionary, you will see it defined as “a thorough or
dramatic change in form or appearance.” So, what organization wouldn’t want to
introduce some form of transformational leadership to respond to the disruption
caused by the current digital revolution?
Although transformational leadership seems like a good idea
in theory, it is nothing more than charismatic leadership with a different and
more appealing name. A recent study
published by the Journal of
Personality and Social Psychology shows that there is plenty to dislike about charismatic
leadership. In fact, there is little evidence to show that there is a strong
correlation between charisma and effective leadership. So, because charismatic
leadership and transformational leadership are essentially the same thing, it’s
important to understand how this style of leadership has been so widely adopted
across the globe.
The selection process and criteria were modeled after ICF’s International Prism Award, which has been granted annually since 2005 to companies that stand out through the establishment of a coaching culture with extraordinary results in difficult change processes. Past winners of this prestigious award include Coca Cola, SAP, Airbus, and several other prominent companies.