The Industrial-Organizational psychologists and psychometricians at Hogan provide significant, well-documented expertise in the following areas:
- Personality characteristics of good and bad bosses
- Traits of leaders who fail
- Definition of leadership
- Reducing turnover and retaining employees
- Developing good managers
- Determining if a personality assessment is valid
- Controversy of faking assessments
- Performance measurement
- Adverse impact and legality of the assessment process
Following is a sampling of some of our latest white paper documents on the assessment process.
Understanding Lawyers: Why We Do The Things We Do Hogan and Hildebrant Baker Robbins collaborated to examing the characteristics of nearly 2,000 lawyers. For this research, we follow the Hogan method and use three assessments (HPI, HDS, MVPI) that evaluate three discrete, but related, aspects of personality: style, values, and derailers. Each has its own tradition of research within personality psychology, but taken together, they are powerful predictors of behavior.
HPI + HDS: Combining Assessments To Predict Job Performance This report provides evidence that will yield companies an enhanced return on investment for the cost of selection procedures by using the HDS in combination with the HPI to screen applicants for a variety of jobs.
Management Derailment: Personality Assessment and Mitigation The vast body of research on the closely related topics of management and leadership accumulated over the past 100 years leads to two very different conclusions. On the one hand, many people believe that the effort has largely been wasted.
What We Know About Leadership This paper reviews the empirical literature on personality, leadership, and organizational effectiveness in order to make three major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations; good leadership promotes effective team and group performance, which in turn enhances the well being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents.
The Dark Side of Discretion Discussions of leadership typically glorify senior managers, a practice that seems increasingly suspect (Kellerman, 2005). We propose that, although discretion is necessary for leaders to make positive contributions to their organizations, it also provides the potential for leaders to disrupt and destroy them. This dilemma has possible implications for the fate of organizations and even societies. Thus, given the tendency for academics to romanticize senior leaders, we focus on the dark side of discretion and how it links leader personality to organizational failure.
Adverse Impact and the HPI In this paper, we define adverse impact (AI) and provide empirical evidence for no AI in personnel selection situations using the Hogan Personality Inventory (HPI).
Values and Organizational Culture This paper describes the MVPI scales as they relate to organizational culture and the effects.
Meta-Analytic Correlation Between the Big Five Personality Constructs of Emotional Stability and Conscientiousness Of specific interest here are the various meta-analytic estimates of population correlations between two specific Big Five personality test scales, Emotional Stability and Conscientiousness. These are the two most important broad personality factors associated meta-analytically with job performance.
Encyclopedia of Psychological Assessment Common sense suggests that leadership is the most important topic in the social, behavioral, and organizational sciences. A trip through the business section of any bookstore will also reveal that it is the most popular—based on the number of books written on the topic (well over 7000).
Using Theory to Evaluate Personality and Job Performance Relations: A Socioanalytic Perspective This study uses socioanalytic theory to understand individual differences in peoples' performance at work. Specifically, if predictors and criteria are aligned using theory, then the meta-analytic validity of personality measures exceeds that of atheoretical approaches.