HDS research digest 1[1]

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HDS Research Digest

23 April 2014

HDS RESEARCH DIGEST It’s been a great start to the year for the Hogan Development Survey, with new and exciting research published in the first quarter of 2014. Here we summarise just some of the studies that have caught our eye. ! Enjoy!!

! Psychological Consultancy Ltd.! (T) 01892 559540 ! (W) www.psychological-consultancy.com!

! HEADLINES

The Dark Side of

Entrepreneurs

Entrepreneurs

The conclusions from a two year study mapping the HDS profile of entrepreneurs

Leadership coaching

Mapping the HDS profile of entrepreneurs!

!

The relationship between the HDS and perceptions of coaching effectiveness

Following two years collaborative work exploring

BUROS test review

have accumulated some enlightening findings on

The highly respected test review centre, BUROS, give the HDS a thorough once over

entrepreneurs completed the assessment, of which

The rise of the narcissist

with ‘moving away’ or ‘moving against’ others.

How narcissism can spell both career success and failure and what we can do about it

Score drift

!

Tracking HDS score consistency over time

Psychological Consultancy Ltd

the ‘Dark Side’ of entrepreneurs, Foster and Edge the Dark Side of Entrepreneurs. Overall, 256 almost all were found to have profiles consistent In short, this patterning of profiles typifies individuals who can be described as driven, energetic and passionate. However, such individuals may also posses a tendency to show more concern for themselves than for others, as 1


HDS Research Digest

23 April 2014

demonstrated by the lower than average scores on the HDS scales Dutiful and Diligent. This suggests that a desire for independence is a particularly important characteristic in entrepreneurs; distinguishing this group from those in traditional organisations. A second interesting finding was that, overall, the entrepreneurs showed very high-risk tolerance. One in four were found to fall in the top 2% of the Mischievous scale, characterised by limit-testing and excitement seeking. The authors conclude that this is because willingness to take risks is a critical ingredient for entrepreneurs, enabling creativity, innovation and the ability to operate effectively in an uncertain environment. Foster, J. & Edge, J. (2014) The Dark Side Characteristics of Entrepreneurs, Hogan Assessment Systems

Leadership Coaching The impact of the dark side of personality An emerging body of research has been

fun, socially skilled, influential, yet sometimes

investigating the relationship between personality

lacking the ability to stay organised,

and coaching success. However, to date, results

everything about the coaching session – from the

have been inconclusive; with researchers

report to the coach themselves – in a more

attributing the success of coaching to personality

favourable light.

at varying degrees. In response, Bolen, Nei and

Diligent individuals, described as detail-

Fuhrmeister (2014) set out to fill this void by exploring the ingredients of effective coaching.

rated

conscious, conscientious and yet critical and inflexible, did not find their coaching sessions as

The participants, 214 Coaches and Coachees,

particularly useful but did like the detailed

were asked to complete a coaching effectiveness

assessment reports they were given. The authors

survey immediately after a 1 hour developmental

note that these findings may be useful to help

coaching session. Personality was measured using

Coaches guide sessions and pinpoint potential

the Hogan Personality Inventory (HPI), Motives,

difficulties.

Values, Preferences Inventory (MVPI) and the HDS.

Lastly, the HDS of the Coach was also found to

Here we will focus only on the latter.

play an important factor in determining coaching

Interestingly, it was found that individuals who

effectiveness. When differences in HDS profile

scored highly on the Reserved scale,

between Coach and Coachee were large,

characterised by an independent and at times

particularly across the Diligent scale, the coaching

self-absorbed and socially insensitive nature, were

session was deemed less effective. This highlights

less likely to perceive their coaching session as

the benefit of selecting Coach-Coachee pairing;

effective or useful. On the other hand, those who

carefully paying attention to the HDS profile of

scored high on the Colourful scale, perceived as

both sides of the party.

Bolen, H., Nei, K. & Fuhrmeister, K. (2014) Evaluation of Leadership Development Coaching: The Impact of Personality, Hogan Assessment Systems

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HDS Research Digest

23 April 2014

BUROS Test Review The HDS is put through its paces The BUROS Centre for Testing, an American organisation whose aim is “to improve the science and practice of testing and assessment”, recently subjected the HDS to a thorough review, picking apart its theoretical background and construction and critically analysing its reliability and validity data. Overall, the outcome was extremely positive. The HDS was praised for its critical role in detecting leadership effectiveness and for filling an important gap in the psychometric market. The psychometric properties of the HDS were, on the whole, highly praised and the reviewer recommends the HDS for use in screening candidates in leadership positions. Axford, S. (2014) Test review of Hogan Development Survey [Revised]. In J. F. Carlson, K. F. Geisinger, & J. L. Jonson (Eds.), The nineteenth mental measurements yearbook.

The Rise of the Narcissist How the narcissist climbs the corporate ladder The narcissistic individual believes that they are

(the NPI; Raskin & Terry, 1988), received

exceptional; they are self-centred, prone to

significantly higher ratings of ‘likeability’.

exaggerating their talents and, on the whole, will

Second, narcissists refuse to shoulder the

lack empathy for others. It just so happens that these traits are almost perfect for climbing the corporate ladder. According to research, narcissists possess three key

blame. When things go wrong, narcissists will be the first to deny or distort the

“We live in an era of selfcelebration. Fame is equated with success, and being self-

story and push responsibility on to someone else. Foster and Hickering (2014) note that narcissists are great at

‘tools’ that can pole vault

referential has become the

self-promotion; they are

them to the top of their

norm”.!

more likely to be viewed by

g a m e . Fi r s t , t h e y m a ke excellent initial impressions.

others as knowledgeable,

- John Dame & Jeffrey Gedmin

pro-active and results -

In one study, participants

orientated.

were asked to introduce

Third, narcissists are ‘natural leaders’. Brunell et

themselves to other participants. Those that scored higher on the narcissist personality scale

Psychological Consultancy Ltd

al. (2008), found that not only did narcissists rate themselves as better leaders, but other group 3


HDS Research Digest

23 April 2014

members saw them as leaders too.

The HDS is uniquely orientated to measure narcissistic traits. The HDS scale ‘Bold’,

Despite this, objective data suggests they are in fact no better at being a leader than anyone else. In fact,

characterised by unusual self-

“There are plenty of people

confidence and feelings or

who are leadership emends in

grandiosity and entitlement,

these same characteristics

their own minds who are also

that enable narcissists to

charismatically challenged in

rapidly climb the corporate ladder are also

the eyes of others” !

likely to cause them to

- Gordon Curhpy

derail. Traits such as being

maps almost directly on to the D S M c l a s s i fi c a t i o n o f t h e narcissistic personality disorder. So what can be done about this? Tomas Chamarro-Premuzic, vice president of research and innovation at Hogan, says we

aggressive, impulsive, unrealistic, risk-seeking

need to ‘fake it until we make it’. If we are

and having an overinflated sense of entitlement,

competent, we need to fake being modest by

can cause devastating consequences when

relinquishing control, promoting others and

coupled with power.

acknowledging when others do well.

Back, M., Schmukle, S., & Egloff, B. (2010). Why are narcissists so charming at first sight? Decoding the narcissism–popularity link at zero acquaintance. Journal of personality and social psychology Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & DeMarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality and Social Psychology Bulletin, 34(12), 1663-1676. Hogan Assessment Systems,Inc (2014) Hubris or Humility. Retrieved from http://info.hoganassessments.com/hubris-or-humility

Score Drift Examining changes in HDS scores over time The HDS is commonly used for both selection

the assessment twice, with a six year interval in

and development, based on the understanding

between. First, they conducted a series of

that it successfully predicts future performance.

correlations between scales to examine linear

Part of this understanding relies on the

trends in average scores over time. Next, they

assumption that an individual’s HDS profile will

ran a series of comparisons between the scale

not drastically change over time. The movement

score averages and the year the assessment was

of scores in a psychometric assessment across

taken - the assumption being here that if there is

years is called ‘score drift’, and it’s a serious

no score drift, there would be no interaction

problem for the reliability of a tool.

between these variables.

Score drift can occur for a number of reasons.

Overall, the results found little support for score

These include; norm samples that are no longer

drift in the HDS. These are reassuring results;

appropriate (e.g. demographically

they confirm the tool’s suitability for selection

unrepresentative), test items that have become

and development practices and should provide

outdated, over-familiarity with the assessment or

a boost in confidence for using the HDS for long-

changes in the purpose of application.

term prediction. Nevertheless, future research

In order to assess score drift in the HDS, Gaddis and Yang (2014) examined the HDS scores of

would do well to assess whether these findings still apply over a greater time-span.

individuals across 10 countries who had taken Gaddis, B. & Yang, R. (2014) Examining Score Drift in Personality Assessment Scales across the Globe. Paper admitted for application to SIOP symposium

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