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- Hogan Development Survey (OA)

home > Psychometrics > Hogan Development Survey (OA)

Page Content Related links:
> Using HDS with Coachees
> When strengths become deficits

HDS Contruction
HDS Interpretation
HDS Scales
Horney-Neurosis/Human growth (OA)
Horney-Neurotic Personality (OA)
Giving feedback/Coaching
Jungian Psychology (OA)
MBTI® theory (OA)
Questionnaire design
Strengths Psychology
Using Strengths
[Note: (OA) = Open Access]

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Identifying potential derailing behaviours

Fico, Brady and Hogan (2008) explain that '...coaches who use scientifically validated assessments of the bright side as well as the dark side of personality (Hogan, 2007) find that those assessments accelerate the coaching process, improve the professional relationship between the coach and coachee, and improve the coachee's satisfaction with the coaching experience.' (pp.171-172)

They continue, citing Hogan (2007), by describing business leadership as '...the ability to build a team that will work together successfully and outperform the competition.' Hence the relationships between leader and followers is critical to the leader's success.

The Hogan Development Survey (HDS) is described as a measure of 11 different personality dimensions. In turn, these are organized into psychometrically sound clusters that can be understood by coachees. These include personal and interpersonal strengths, and derailers, that can impact upon personal success and team relationships.

Using HDS

Fico et al explain that the HDS is useful for coachees whose job performance is affected by enduring troubles with interpersonal relationships. It's contribution is in helping coachees to see how they are perceived by others in terms of interpersonal strengths and of potential risks to relationships. They can learn more positive ways of thinking and speaking about themselves, as well as recognizing when strengths (coping mechanisms) are becoming more severe and problematic.

Fico et al regard the most critical aspect of feedback to be reviewing the Strengths section of the HDS. This should be done slowly, giving time to explore the coachee's life to find examples that illustrate strengths listed in the report. They suggest that because it is so difficult for coachees to look closely at their strengths, devoting extra time to building some positive self-reference habits through the framework of the HDS will be necessary.

When strengths become deficits

Fico et al explain that keeping positive qualities from becoming deficits is a central theme when providing executive coaching with the HDS. The process is described as encouraging coachees to recognize when they are at their best, but also to realize when dominant coping strategies have become enduring negative patterns.

When helping coachees to identify strengths, and signs of going to far, a way for them to flag up potential causes of trouble is required. From observer's descriptions of high scorers it is apparent that coachees need to first understand that there will be contrasts between how they identify themselves and how others do. (see Know Thyself)

Coaching a leader to avoid the dark sides of the HDS dimensions is claimed to be a valuable service to the individual and the organization.

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