When promotion criteria poison the team
A global study by Hogan Assessments shows: The qualities that drive managers forward are often the very qualities that repel employees. There is a huge gap between what companies reward and what teams want from their leaders.
Self-confidence, presence, competitiveness - these qualities help managers to climb the career ladder. However, according to a new global study by Hogan Assessments, it is often precisely these characteristics that repel employees. The study, entitled «The Leadership Divide: Global Insights on Who Leads vs. Who Should», confirms this: There is no overlap whatsoever between the characteristics that managers typically display and those that employees want from their superiors.
Large discrepancy between promotion criteria and employee wishes
For the study, Hogan analyzed personality assessment data from more than 21,000 managers and the responses of 9,794 employees from 25 countries. The result is clear: managers are typically characterized by self-confidence, presence, competitiveness and self-presentation. Employees, on the other hand, predominantly value communication, integrity, a sense of responsibility and sound decision-making.
«Companies have always tended to reward presence, confidence and ambition in leaders,» says Allison Howell, CEO of Hogan Assessments. «But employees tell us they want something more fundamental: Leaders they can trust, who communicate clearly and who set the stage for their teams to succeed.»
Arrogance undermines leadership effectiveness
One of the clearest examples is self-confidence. While assertiveness and confidence often help leaders get ahead, 59% of employees worldwide said that arrogance and a sense of superiority significantly undermine leadership effectiveness. So traits associated with a strong leadership presence, if left unchecked, can shake confidence and lead to dissatisfaction.
The respondents also cited emotional fluctuations as a serious problem: 72% stated that unpredictable behavior weakens leadership. Passive aggression (62%) and excessive caution or indecision (56%) were also rated as detrimental to team performance and morale.
Trust and responsibility as key competencies
The study points to a growing gap between what organizations reward internally and what employees increasingly expect from leaders: consistency, transparency, accountability and clear communication. The findings suggest that many organizations continue to reward leaders' emergence rather than their actual leadership skills - promoting individuals who excel in appearance rather than those who build trust and create healthy teams.
«Leadership pipelines are strongest when organizations align the way they identify and promote leaders with what employees actually value,» Howell said. «These results show that trust, accountability and sound judgment are not secondary qualities. They are critical to team effectiveness and long-term performance.»
Source: www.hoganassessments.com
