A federal financial monitoring agency developed a leadership competency model to link business strategy to talent management. The agency then collaborated with Hogan to examine the utility of their competency model by identifying the personality characteristics and derailers predictive of their leadership competencies.


Hogan mapped the company’s leadership competency model to the Hogan competency model. This alignment allowed Hogan to use existing archival data to examine the relationships between the client’s competencies and the Hogan Personality Inventory (HPI) and Hogan Development Survey (HDS). The HPI assesses every day, normal personality characteristics and the HDS identifies personality derailers that can inhibit performance.


Research revealed that Hogan assessment scales were empirically linked to the client’s leadership competencies. For example, several HPI and HDS scales predicted the “Leads Through Change” leadership competency. Findings showed that leaders who enable the team to move forward into unchartered territory do so by not overreacting (moderate HPI Adjustment), taking initiative (high HPI Ambition), cooperate and build alignment and commitment around an overall strategy (moderate HPI Interpersonal Sensitivity), keep an open-mind and can easily analyze other people and situations (low HDS Skeptical), and are willing to experiment with new methods (low HDS Cautious).

Similarly, multiple Hogan scales predicted performance on the “Delivers Results” leadership competency, which focuses on driving for exceptional results. Results indicated that leaders who deliver results effectively set challenging and realistic goals (high HPI Ambition), hold high standards for their own and other’s performance (high HPI Prudence), are straightforward with their communications (low HDS Leisurely), and are willing to challenge people in authority (low HDS Dutiful).

The final Hogan mapping accounts for competencies used in senior levels of leadership. Overall, using Hogan assessments within a custom competency report to select and develop leaders on these competencies should result in stronger leader performance and a decrease in eventual career derailment.