2015 Hogan Research Compilation

Posted by Hogan Assessments on Thu, Feb 04, 2016

The Hogan Research Division is constantly hard at work advancing the science of personality. We present a compilation of all the research projects, studies, presentations, and reviews from 2015.

RESEARCH SUMMARIES, Q&A’S, AND WHITE PAPERS

CLIENT RESEARCH – CRITERION STUDIES

CLIENT RESEARCH – OTHER

SIOP AND OTHER PRESENTATIONS

ARTICLE REVIEWS

Topics: research, Hogan Research Division

2015 Hogan Publications

Posted by Hogan Assessments on Tue, Jan 26, 2016

Screen_Shot_2016-01-26_at_9.23.16_AM.png Hogan’s scientific foundation and commitment to research distinguishes us from the competition. Each year, Hogan and our affiliates publish works that contribute to the knowledge and development of Hogan assessments and the field of personality and psychology. These publications build the Hogan brand and allow us to better serve our clients worldwide.

Hogan employees work to promote our brand through publishing in well-known academic outlets and presenting at professional conferences. Also, we leverage the Hogan Academic Network, a group of researchers, professors, and students across the globe, to disseminate Hogan-related research through theses, dissertations, peer-reviewed journals, and professional conferences.

This year has been no exception to our commitment to progressing the science of personality.
This list details Hogan-related publications and presentations from 2015.

Check it out.

Topics: research, publications

Talent Quarterly publishes The Dark Side Issue

Posted by Hogan Assessments on Tue, Jan 19, 2016

talent-banner-1.jpgIt may be the secret of our of success or the root of all evil, but the dark side of our personality fundamentally shapes who we are as leaders. The latest issue of Talent Quarterly focuses on how this dark side can create brilliant success or tragic failure. The world-class lineup of authors in this issue describe how to understand and manage this challenging but powerful force. Take a look at some article exerpts or purchase the full publication.

"Reflections on the Dark Side" by Robert Hogan
Robert and Joyce Hogan coined the term “Dark Side of Personality” and in this article Robert describes the concept and its origins. He details the good news and bad news about the dark side, and tells us under what conditions people can change their personality and “lighten up” the dark.

"Crazy. Stupid. Mean: The Reason Leaders Behave Badly Matters" by Peter Harms
Harms tells us why we should consider the origin of a leader’s poor behaviors. He offers the very helpful framework of those behaviors stemming from unpredictable actions (Crazy), insufficient mental function (Stupid) or hostility (Mean). Harms illustrates those categories with references to popular movie characters and political figures.

"The Bright Side of the Dark; The Dark Side of the Bright" by Nassir Ghaemi
The Director of Tuft University’s Mood Disorders Program urges us to redefine what’s meant by normal by describing the productive behaviors found towards the fringes of traditional definitions. Ghaemi explains how mildly manic moods allow people to think quickly and perhaps more creatively than others, while mild depression supports a very realistic and practical view of the world.

"Dealing with the Dark Side" by Rob Kaiser
We can’t avoid the dark side of our co-workers, clients and ourselves, so psychologist Rob Kaiser provides practical strategies to deal with it. Kaiser uses the Hogan framework of “dark side” behaviors to show the strengths and weaknesses that each behavior brings, and discusses how to identify and correct when you’re likely to show those derailing behaviors.

"Leaders can be Lethal" by Michael Maccoby
From one of the world’s leading researchers on narcissism and poor leader behaviors, Leaders can be Lethal describes how our quest for, and trust in, leaders is often to our detriment. Maccoby presents historical examples including the bad (Napoleon, Hitler, etc.) and the good (Hewlett & Packard, William Mayo), and challenges us to consider whether today’s workforce will put up with leaders who offer protection at such a serious price.

Topics: dark side, Talent Quarterly

2016 Hogan Certification Schedule

Posted by Hogan Assessments on Thu, Jan 14, 2016

We're pleased to announce our 2016 certification schedule. The Hogan Assessment Certification Workshop and Advanced Interpretation Workshop are tailored for executive coaches, HR directors or generalists, organizational development or training professionals, and industrial/organizational psychologists looking to become certified in the administration, interpretation, and implementation of Hogan assessments.

Workshops are facilitated by seasoned professionals who have in-depth experience with the Hogan inventories, and count toward continuing education requirements for many professions. Check out the 2016 schedule and register today!

Certification Workshop

February 16-17, 2016 | Atlanta, Georgia
April 19-20, 2016 | Tulsa, Oklahoma
May 10-11, 2016 | Atlanta, Georgia

June 21-22, 2016 | Evanston, Illinois
July 12-13, 2016 | Atlanta, Georgia
August 30-31, 2016 | Atlanta, Georgia
September 13-14, 2016 | Tulsa, Oklahoma
December 6-7, 2016 | Atlanta, Georgia

Advanced Interpretation Workshop

March 15-16, 2016 | Atlanta, Georgia
September 13-14, 2016 | Atlanta, Georgia

 

Topics: certification, training, workshops

Dave Winsborough Joins Hogan as VP of Innovation

Posted by Hogan Assessments on Wed, Jan 13, 2016

We’re excited to announce that Dave Winsborough has joined the Hogan team as Vice President of Innovation.

In this new role, he will focus heavily on product innovation, data exploration, and new technologies within the selection and development industry.

“Dave has a reputation for finding solutions to problems most people didn’t even know existed,” says Hogan CEO Tomas Chamorro-Premuzic. “His ability to remain on the cutting edge of our industry makes him a perfect fit for what we wish to accomplish at Hogan.”

Dave has applied Hogan’s assessment suite in constructing leadership development programs for a variety of clients, including the New Zealand Ministry of Foreign Affairs, the New Zealand Army, and the New Zealand Defence Force. In his role as VP of Innovation at Hogan, he will work to keep Hogan at the forefront of the rapidly-evolving industry.

“Technology is affecting the world of assessment very quickly,” says Winsborough. “This new role will allow me to help Hogan with all of these emerging technologies, and make sure we are up to date with these amazing developments.”

Dave will continue to serve as Managing Director of Winsborough Limited, coupling it with his position at Hogan.

“This is the next step in a long-standing relationship between Hogan and Winsborough Limited,” says Winsborough. “We have been using their tools for 16 years, and have worked closely with Hogan to develop new products. This is an opportunity to move both organizations forward as major players in the world of selection and development.”

Hogan Announces 2015 GSD Award Recipient

Posted by Hogan Assessments on Thu, Jan 07, 2016

Dr. Joyce Hogan’s business philosophy was simple: get stuff done. It’s because of this approach that our organization experiences continued success year after year.

In honor of Joyce’s legacy, we’re proud to announce that this year’s recipient of the Joyce Hogan GSD Award, an annual award given to the Hogan employee who most closely embodies the GSD attitude, is Rebecca Callahan.

HOGAN_XMAS15_COLOR_42_copy.jpg“Rebecca displayed all of the qualities we look for when selecting an individual for this award,” says Ryan Ross, Hogan’s VP of Global Alliances. “Her high standard of professionalism, initiative to move projects forward, and commitment to innovation truly makes her a unique and special talent.”

As a Global Alliances Consultant, Rebecca’s contributions to Hogan in 2015 literally impacted organizations across the world. She was instrumental in the launch of the Engaging Leader Report, which required her to spend a good portion of the year working in London with our partners at Sirota Business Performance Consulting. She also toured Eastern Europe with Dr. Hogan, presenting to business leaders at various events in Poland and Serbia. In addition, Rebecca continued to provide first-class service and expertise for Hogan distributors all over the globe.

“We’re all really proud of Rebecca,” says Ross. “She’s an extremely talented individual, and a tremendous asset for our organization.”

Congratulations, Rebecca! Cheers to another great year in 2016.

Topics: GSD

Homeostasis and Organizational Evolution

Posted by Scott Gregory on Wed, Dec 30, 2015

Living organisms are characterized by a drive for homeostasis, or consistency. For example, most of us prefer consistency in our lifestyles, the types of people we hang out with, and in the foods we eat. Although we often like to think of ourselves as adventurous and free-spirited, research shows that we actually make choices that promote the status quo rather than change. The same is true with organizations.

If you are an internal or external consultant, how many times have you heard someone in an organization say, “We need to be more innovative,” or “We are too soft on under-performers?” These phrases are the most-often uttered when you ask someone about an organization’s biggest challenge. However, these “problems” tend to endure for years and seem almost impossible to change. Why? Because organizations, like individuals, trend toward sameness rather than change. How, then, can an organization change the organizational culture from, for example, more cautious and rule-compliant to more innovative and risk-taking?

The first step is understanding/admitting that organizational change needs to occur. In the case of changing organizational culture, step two is hiring people with a different profile—more risk-taking than cautious or more innovative than compliant, for example. However, it is important that organizations make incremental, rather than radical changes in the people they hire in order for changes to be accepted and effective.

Understanding the typical leadership profile that exists today is step one toward making meaningful change—leaders’ values drive culture. Thinking carefully about the leadership profile that might begin to pull the organization in a new direction is step two. Take a step too far in that new direction, and the organization will practice organ rejection—the new leader will be unsuccessful. Remain too cautious about shaking up the status quo, and you are unlikely to effect change because the organization will rebel against the new leader. Deliberate, thoughtful, and incremental change in the hiring profile can bring about change that stretches the organization, but doesn’t trigger organ rejection. Measuring personality characteristics and values of leaders accurately, both to gain an understanding the current leadership signature of the organization and an understanding of the kinds of leaders that may be needed for the future is critical for moving the needle on organizational culture.

Topics: organizational culture, organizational development

How Someone’s Taste In Music Truly Reflects Who That Person Is

Posted by Hogan Assessments on Mon, Dec 28, 2015

In an article on Elite Daily, Hogan CEO Tomas Chamorro-Premuzic explains how the significance of music — and its relation to personality — revolves around three important factors:

  1. Music can improve your performance across a variety of different tasks
  2. Music can help improve your own “intellectual curiosity”
  3. Music can manipulate or influence [your] own emotional state with the goal of achieving a desired mood state

According to Chamorro-Premuzic, “given that mood states are closely related to our personality, and given that people use music for emotional regulation, a scientific understanding of musical preferences should provide the perfect window into a person’s soul.”

Read the full article on Elite Daily.

Topics: personality

A Safer Personality

Posted by Hogan Assessments on Tue, Dec 22, 2015

Conventional wisdom says on-the-job training that focuses on education, equipment, and protocol leads to safer employees. While this line of thought has certainly lowered the number of workplace injuries, it tends to ignore research that shows that a worker’s personality and behavior play key roles in creating a culture of safety.

The right combination of traditional safety training and personality assessment that helps to gauge safety-related behavior can have a significant impact on your organization's overall safety and bottom line.

Learn how to create a culture of safety in your organization in our ebook,
A Safer Personality.

Topics: safety, SafeSystem

FAQ Blog Series: The Motives, Values, Preferences Inventory

Posted by Hogan Assessments on Thu, Dec 17, 2015

In this final installment in our FAQ series, the Hogan Research Department addresses questions on the Motives, Values, Preferences inventory (MVPI). Add your questions to the comments below.

Q: Are there core values other than the 10 measured by the MVPI?
A: To develop the MVPI, Hogan researchers examined over 80 years of theory and research on motives, values, and interests. Although the labels used in earlier taxonomies differed, there was and is considerable overlap in the attitudes, values, needs, interests, goals, and commitments prior researchers identified as core dimensions. The dimensions used in previous research can be summarized well with the 10 core value scales of the MVPI.

Q: What effect do life circumstances, critical events, transitions, etc. have on MVPI scale scores?
A: Values and preferences tend to be quite stable for adults, even though our life circumstances change over time. Of course, a young single person renting a first apartment after college may value having a good time (MVPI Hedonism) and have many opportunities to behave in accordance with that value with few constraints. As he/she gets further into a career, gets married, has a child, etc., the value is likely to remain as strong, but may not drive the same type or consistency of behavior because he/she may express it in different ways or more selectively.

Q: What are, if any, the age-related changes in core values/motivators?
A: We find only small changes in motives, values, and preferences related to age. We find that respondents over age 40 place a higher value on history, well-established principles of conduct, and conventional morals (Tradition) than respondents under 40. We observe a similar pattern with the Security scale, noting that certainty, predictability, and order is more highly valued by those 40 and over than by younger respondents. We interpret these scales only in concert with predictors from the HPI and HDS.

Q: How do MVPI profiles vary across cultures?
A: Scores across assessment translations differ for more reasons than cultural. Recent research examining the workforces of Australia, New Zealand, the United States, and the United Kingdom shows that minor differences do exist on certain value profiles. However, these differences appear small in magnitude. This research concludes that one can place little value in drawing definitive conclusions about a person’s value set based on their culture or country of origin – we are more alike than we are different.

Topics: MVPI, Motives Values Preferences Inventory, FAQ

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