![]() For example, cautious leaders may convey the illusion of control and risk management in the short term, but being overly cautious may cause them to be so risk-averse that they obstruct progress and innovation. Eventually, however, those weaknesses may derail them, and perhaps their teams and organizations, too. Some perceive their career advancement as an endorsement or encouragement of their bad habits. Worryingly, leaders tend to do a poor job of evaluating their own dark sides, particularly as they gain power and move up the ranks. The result is pervasive dysfunctional behavior at work. Since then their related assessment, the Hogan Development Survey (HDS), licensed by the eponymous company with which I am affiliated, has been widely adopted within the field of industrial-organizational psychology as a way to identify individuals’ development needs.Īfter profiling millions of employees, managers, and leaders, we know that most people display at least three of these dark-side traits, and about 40% score high enough on one or two to put them at risk for disruption in their careers-even if they’re currently successful and effective. Two decades ago the psychologists Robert and Joyce Hogan created an inventory of these “dark side” traits-11 qualities that when taken to the extreme, resemble the most common personality disorders. But these characteristics always coexist with weaknesses-aspects of personality that might seem innocuous or even advantageous in some circumstances but that when left unchecked can wreak havoc on careers and organizations. When considering what it takes to succeed at work, we often focus on innate strengths: high intelligence, the ability to learn, the ambition to achieve, and the social skills to develop strong relationships. In the process, you can greatly enhance your reputation, your career, and your leadership potential. The author discusses the individual traits and suggests how to manage them, which involves identifying the ones that trip you up, modifying some of your behaviors, and continuing to adjust in response to critical feedback. ![]() And diligence, in excess, can morph into procrastination and obsessive perfectionism. Having a deeply skeptical, cynical outlook makes it hard to build trust. For example, being excitable may help you display passion and enthusiasm to coworkers and subordinates, but it can also make you volatile and unpredictable. Subsequent profiling of millions of employees, managers, and leaders reveals that most people display at least three of these “dark side” traits, and about 40% score high enough on one or two to put them at risk for career disruption. Two decades ago the psychologists Robert and Joyce Hogan created an inventory of 11 qualities, ranging from excitable to dutiful, that when taken to the extreme, resemble the most common personality disorders.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |