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Leadership Values Report (MVPI)

The Values Report explores a person's core values and goals that ultimately drive a leader’s behavior, aspirations and expectations about life. What a person values determines how he/she will lead; this determines the kind of environment a leader will create and the sort of organizational culture the person will do the best work.

The Leadership Forecast Values Report is based on your scores on the ten scales of the MVPI. Those scales are defined below.

Recognition - Indifferent to Visibility vs. Wanting to be Noticed unconcerned about official attention; high scorers seek the spotlight.

Power - Indifferent to Achievement/Competition vs. Being Perceived as Influential Driving to achieve results, control resources, and gain responsibility. Low scorers are willing to follow; high scorers want to take charge and make a difference.

Altruistic - Valuing Self-Help vs. Wanting to Help the Others Wanting to help people who are struggling or in need. Low scorers believe in self-reliance; high scorers selflessly extend help to others.

Affiliation - Independent vs. Wanting Social Contact Seeking opportunities to build social networks and collaborate with people. Low scorers prefer to work alone; high scorers search for interaction and social acceptance.

Tradition - Valuing Progress and Change vs. History and Convention Respecting structure, rules, and authority. Low scorers challenge the status quo and are open to change; high scorers respect hierarchy, authority, and the ways of the past.

Security - Risk Tolerant vs. Risk Averse Wanting stability, structure, and order. Low scorers easily tolerate uncertainty and risk; high scorers value defined clarity and predictability.

Commerce - Indifferent to Financial Matters vs. Focused on Commercial Outcomes Seeking wealth and financial success. Low scorers have modest financial aspirations; high scorers pay close attention to financial matters.

Aesthetics - Practical vs. Creative Creating work products with a focus on innovation, style, and appearance. Low scorers care about functionality; high scorers care about creative self-expression and the look and feel of their work.

Science - Intuitive vs. Analytical Preferring a rational, objective approach to decision-making. Low scorers prefer quick, intuitive decisions; high scorers prefer deliberate, data-based decisions.

Download sample report

  • Leadership Values Report (MVPI) - HART ConsultingLeadership Values Report (MVPI) - HART ConsultingLeadership Values Report (MVPI) - HART ConsultingLeadership Values Report (MVPI) - HART Consulting
  • Leadership Values Report (MVPI) - HART Consulting
Testimonials
(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
(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
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