At Hogan, we have a unique assessment that measures the dark side of personality. Most people have some dark-side behaviors that can emerge when they’re activated. These can destroy relationships and careers. So, what activates your dark side?

Guess how many employees want a culture where everyone feels included? Nearly everyone – 99 % – values a workplace with an inclusive culture. In one sense, the conditions for inclusion are straightforward: the values of leadership determine the values of the organization. That means to build an inclusive culture, you need inclusive leaders.

So what happens when an organization lacks inclusive leaders? Well, it’s not good. A recent survey found 31 percent of US respondents felt excluded at work, which motivated 55 percent of them to seek employment elsewhere. That’s equivalent to 17 out of 100 employees trying to leave. But retention isn’t the only business metric taking a hit. The absence of inclusion at work can cause shortfalls in productivity, engagement, quality, innovation, and many other outcomes.

Teams are more than just the sum of their parts. They’re complex systems in which individual behaviors can trigger chain reactions that enhance or undermine team effectiveness. The concept of domino derailers reveals how one team member’s behavior under stress can cascade through an entire group, silently eroding team effectiveness and draining organizational energy. Yet when properly understood, these same patterns become powerful leverage points for effective teams.

We examined the personalities of more than 900 private equity executives to see how they compare to other employees around the world. What follows is a summary of what we found.

For many of us, the world of finance is a mystery, filled with names like Warren Buffett, Michael Bloomberg, and Lloyd Blankfein, who are distinguished from the average working adult by billions of dollars.

We’ve all experienced the colleague who brings the mood down, the boss who thrives on chaos, or the team member whose negativity drains the energy from the room. A toxic workplace environment is caused by the toxic behavior of employees and affects organizations around the globe. But what may not be obvious is the significant hidden cost of a toxic workplace.

Ryne Sherman, PhD, and Blake Loepp discussed what behaviors make an employee toxic, how personality is related to toxic behavior, and ways to respond to toxic workplace environments.

Private equity firms excel at finance and technology but too often lag in talent strategy, particularly in portfolio company management. While many private equity firms already assess leaders through interviews and track record analysis, these methods can miss critical predictors of success. Unsurprisingly, more than half of private equity leaders surveyed in 2024 said the most critical challenge in portfolio management was the quality of senior leadership and succession planning. They aren’t wrong.

1. Care sunt previziunile pe 2025 în ceea ce privește zona de leadership și HR? 

Conform Hogan Assessments, în 2025, organizațiile se vor confrunta cu provocări semnificative, inclusiv tulburări economice, dezastre naturale și instabilitate politică. În acest context, utilizarea evaluărilor de personalitate validate științific va deveni esențială pentru luarea deciziilor legate de talentele din organizatii.

Every organization experiences some degree of change. It’s a constant in business. This fact makes change management a key capability for leaders. How they lead through change affects their personal, team, and organizational success. It also makes responding to change a key theme in leadership coaching. Hogan practitioners can coach leaders through it by helping them build a repertoire of behavioral skills specific to a context of change.

Since the dawn of government, charismatic politicians have seemed to have a significant advantage when it comes to holding leadership roles. They enamor us with their confidence, vision, and their ability to tell us what we want to hear. But charismatic leadership is not necessarily the same as effective leadership. Why do humans feel so attracted to charisma?

Why aren’t there more women in leadership roles? A lot of ink has been spilled over this question. Often, articles focus on the inherent qualities in women that prevent them from flourishing as leaders—we aren’t “businesslike,” we’re bossy, we’re indecisive, we’re too emotional, we prefer to focus on family matters, we can’t handle the pressure of leadership. It goes on and on.