0730 556 541
consulting@hart.ro

Leadership Challenge Report (HDS)

Download sample report

Identifies dysfunctional dispositions - tendencies that appear after prolonged exposure, during stress or as a result of heavy work loads - that can derail an individual’s career.

The Hogan Development Survey assesses eleven behavioral tendencies capable of impeding work relationships, hindering productivity, or limiting overall career potential. These career derailers - deeply ingrained in personality traits - affect an individual's leadership style and actions.

When under pressure, most people will display certain counterproductive tendencies or risk factors. Under normal circumstances these characteristics may actually be strengths. However, when an individual is tired, pressured, bored, or otherwise distracted, these risk factors may impede effectiveness and erode the quality of relationships with customers and colleagues. The Hogan Development Survey identifies tendencies that are often referred to as the dark side of the personality - capable of negatively impacting performance.

The Hogan Development Survey assessments provide valuable feedback for strategic self-awareness, which is the key to avoiding the negative consequences associated with these tendencies. HDS is the only business-related inventory that measures these dysfunctional behavioral patterns.

The eleven scales for the Leadership Forecast Challenge Report are defined below.

Excitable - Concerns being overly enthusiastic about people or projects, and then becoming disappointed with them. Result: seems to lack persistence.

Skeptical - Concerns being socially insightful, but cynical and overly sensitive to criticism. Result: seems to lack trust.

Cautious - Concerns being overly worried about being criticized. Result: seems resistant to change and reluctant to take chances.

Reserved - Concerns lacking interest in or awareness of the feelings of others. Result: seems to be a poor communicator.

Leisurely - Concerns being independent, ignoring others' requests, and becoming irritable if they persist. Result: seems stubborn, procrastinating, and uncooperative.

Bold - Concerns having inflated views of one's competency and worth. Result: seems unable to admit mistakes or learn from experience.

Mischievous - Concerns being charming, risk-taking, and excitement-seeking. Result: seems to have trouble maintaining commitments and learning from experience.

Colorful - Concerns being dramatic, engaging, and attention-seeking. Result: seems preoccupied with being noticed and may lack sustained focus.

Imaginative - Concerns thinking and acting in interesting, unusual, and even eccentric ways. Result: seems creative but possibly lacking in judgment.

Diligent - Concerns being conscientious, perfectionistic, and hard to please. Result: tends to disempower staff.

Dutiful - Concerns being eager to please and reluctant to act independently. Result: tends to be pleasant and agreeable, but reluctant to support subordinates.

  • Leadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART Consulting
  • Leadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART Consulting
  • Leadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART Consulting
  • Leadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART ConsultingLeadership Challenge Report (HDS) - HART Consulting
  • Leadership Challenge Report (HDS) - HART Consulting
Testimonials
(Bayer Team)
Daniela Cosma: The workshop was extremely useful, on both professional and personal dimensions. Each of the team members gave honest, confidential feed-back on the others, without any tensions and in a constructive way. Since they came back from the workshop, there were obvious efforts made by each one of them regarding the path to improve their behavior and the way they work together. Mihaela
(Ramon Grigorescu, Siemens)
Eu sunt un psiholog organizational, angajat ca Recruitment & Development Manager in departamentul CP al Siemens Romania si, in ceea ce priveste utilizarea evaluarilor Hogan, pot spune ca am folosit Hogan Assessment Systems din 2008, si anume HPI, HDS, MVPI si integrat sistemul Hogan, ca parte a evaluarii noastre standard inainte de promovare pentru pozitii de top management si specialisti
(Mihaela Flamaropol, Raiffeisen Bank)
In our company we use assessment Hogan instruments almost a year now, and we used it for both our colleagues proposed for promotion as well as external candidates for managerial positions. It has been established a correlation between the bank and the competence scales of HPI and HDS assessment tools, the profile of the person assessed has been observed and thus it were identified the areas for
Care to socialize with Hart?
Facebook Hart Consulting Twitter Hart Consulting LinkedIn Hart Consulting YouTube Hart Consulting