Hogan Leader Focus Technical Manual
Viewing Leadership Through the Right Lens
Technical
Manual
Hogan Leader Focus Report
Technical Manual
Hogan Assessment Systems
Tulsa, OK 74120, USA
2017
© 2017 Hogan Assessment Systems, Inc.
No part of this work may be copied or transferred to
any other form of expression without the expressed
written consent of Hogan Assessment Systems, Inc.
Hogan Personality Inventory ™
Hogan Development Survey ™
Motives, Values, Preferences Inventory ™
Are exclusive registered trademarks of
Hogan Assessment Systems, Inc.
hoganassessments.com
Leader Focus | Technical Manual
Contents
1. Conceptual Background 6
1.1 Introduction 6
2. The Hogan Leader Focus Model 6
2.1 Bright-Side Personality 6
2.2 Motives, Values, & Preferences 6
2.3 Why these Assessments 6
2.4 Leader Focus Dimensions 7
3. Understanding the Leader Focus Report 9
3.1 Reading the Scores 9
3.2 Interpreting Scores 10
3.3 Intended Audience 12
3.4 Implementation 12
4. Psychometric Properties of Hogan Leader Focus Dimensions 13
4.1 Descriptive Statistics 13
4.2 Test-Retest Reliabilities 14
4.3 Intercorrelations Between Leader Focus Dimensions 15
5. Validity 16
5.1 Construct Validity 16
5.1.1 Procedure and Sample 16
5.1.2 Instruments 16
5.1.3 Results of Scale to Scale Correlates 18
5.2 Correlations with Others’ Descriptions 21
5.2.1 Procedures, Samples, and Instruments 21
5.2.2 Results of Observer Description Correlates 22
Appendix A: Sample Hogan Leader Focus Report 25
Appendix B: Complete Correlation Matrices for Leader Focus Dimensions 35
References 38
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Tables & Figures
Table 2.1 Correlations Between Selected HPI and MVPI Scales 7
Table 2.2 Hogan Leader Focus Dimensions 7
Figure 3.1 Example of a Leader Focus Dimension Main Score 9
Figure 3.2 Example of Leader Focus Dimension Sub-Component Scores 9
Figure 3.3 Example of a High Score 10
Figure 3.4 Example of a Low Score 10
Figure 3.5 Example of a Moderate Score 11
Table 4.1 Classical Scale Statistics for Leader Focus Dimensions 13
Table 4.2 Test-Retest Reliability Estimates for Hogan Leader Focus Dimension Scores 14
Table 4.3 Correlations Between Leader Focus Dimensions 15
Table 5.1 Construct Validity Evidence for Results Focus Dimension 18
Table 5.2 Construct Validity Evidence for People Focus Dimension 18
Table 5.3 Construct Validity Evidence for Process Focus Dimension 19
Table 5.4 Construct Validity Evidence for Thought Focus Dimension 19
Table 5.5 Construct Validity Evidence for Social Focus Dimension 20
Table 5.6 Construct Validity Evidence for Data Focus Dimension 20
Table 5.7 Adjective Checklist Correlates for Constituent Scales of the Results Focus Dimension 22
Table 5.8 Adjective Checklist Correlates for Constituent Scales of the People Focus Dimension 22
Table 5.9 Adjective Checklist Correlates for Constituent Scales of the Process Focus Dimension 23
Table 5.10 Adjective Checklist Correlates for Constituent Scales of the Thought Focus Dimension 23
Table 5.11 Adjective Checklist Correlates for Constituent Scales of the Social Focus Dimension 23
Table 5.12 Adjective Checklist Correlates for Constituent Scales of the Data Focus Dimension 24
Table B.1 Correlations with International Personality Item Pool (IPIP) Scales 35
Table B.2 Correlations with HEXACO Honesty-Humility Scale & Subscales 35
Table B.3 Correlations with Hogan Development Survey (HDS) Scales 35
Table B.4 Correlations with MACH-IV Scale & Subscales 36
Table B.5 Correlations with Narcissistic Personality Inventory (NPI) Scale & Subscales 36
Table B.6 Correlations with Personality Inventory for DSM-5 (PID-5) Scales 36
Table B.7 Correlations with Verbal and Numerical Scales from the Hogan Judgment Report 37
Table B.8 Correlations with Hogan Business Reasoning Inventory (HBRI) Scales & Subscales 37
Table B.9 Correlations with Relationship Questionnaire Scales & Subscales 37
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1. Conceptual Background
1.1 Introduction
Organizational leaders influence an array of individual and organizational outcomes. Their leadership style
and the decisions they make impact the morale, well-being, and productivity of their teams and organizations.
Eective leaders inspire followership, organize people to work toward common goals, and motivate others to
exceed their potential. All leaders possess a unique set of personal characteristics that define the way they relate
to others, process information, perform tasks, set priorities, and lead teams.
Hogan’s Leader Focus Report provides insight into six leadership styles that represent dierent focus
areas, definitions of success, motivational strategies, and how a leader manages his or herself, career, and
relationships. This information provides insight to help leaders better understand their reputation and unique
personal brand.
2. The Hogan Leader Focus Model
Hogan identified the six styles in the Leader Focus Report based on empirical and conceptual relationships between
personality attributes on the Hogan Personality Inventory (HPI: R. Hogan & Hogan, 2007) and Motives, Values,
Preferences Inventory (MVPI: J. Hogan & Hogan, 2010). Consultants, coaches, and HR personnel who regularly
deliver development feedback to leaders oen locate and discuss multi-scale themes across our assessments. In
Hogan Certification Workshops and other training material, we teach users of our assessments to look for scale
dyads/triads both within and across assessments that are indicative of specific styles and behaviors.
In other words, examining combinations of scores oen provides more meaningful interpretation than
examining single scores by themselves. With the Leader Focus Report, our goal was to help decode otherwise
complex relationships specific to leadership styles between scores on two of our core inventories.
2.1 Bright-Side Personality
The Hogan Personality Inventory examines the “bright-side” of personality. The HPI reflects a person’s normal,
day-to-day behavior. Results from over 400 studies around the world support its validity for predicting
individual, leader, and team performance. HPI attributes represent stable and enduring behaviors that
determine how a leader pursues goals, manages relationships, solves problems, and processes information.
2.2 Motives, Values, & Preferences
The Motives, Values, Preferences Inventory assesses “the inside,” or a person’s core values. Organizations
use this assessment to evaluate person-organization fit and occupational preferences. Values associated
with MVPI scales form the lens through which people see the world, which powerfully influences a leader’s
priorities, decisions, and the standards he or she sets and enforces.
2.3 Why These Assessments
Related attributes from the HPI and MVPI provide insight into what leaders value and the behaviors they employ
to support their core values. In other words, they describe where a leader will focus his or her energy, attention,
and resources.
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For example, leaders who score high on the MVPI Power scale value status, authority, competition, and winning.
Leaders who score high on the HPI Ambition scale are likely competitive, confident, and driven. Taken together,
these two characteristics suggest these leaders will focus squarely on objective results to define success for their
teams. They will expect high levels of performance from themselves and others, establish loy goals, and work
tenaciously toward achieving their objectives. However, they also risk seeming overly demanding, intimidating,
or forceful – aspects of their reputation they may need to manage. These are strong Results Leaders, or leaders
whose values and behaviors all point to a relentless focus on winning.
2.4 Leader Focus Dimensions
Tables 2.1 and 2.2 provide a summary of HPI and MVPI scale combinations that comprise the six dimensions in the
Leader Focus Report, correlations between these scales, and descriptions of each dimension.
Table 2.1 Correlations Between Selected HPI and MVPI Scales
Leader Focus Style HPI Scale MVPI Scale Correlation
Results Leader Ambition Power .34
People Leader Interpersonal Sensitivity Altruistic .48
Process Leader Prudence Security .38
Thought Leader Inquisitive Aesthetics .30
Social Leader Sociability Ailiation .48
Data Leader Learning Approach Science .26
Note: N = 14,039 Leaders
Table 2.2 Hogan Leader Focus Dimensions and Scales
Leader Focus Dimension Scales Scale Definitions
Results Leader | key focus: winning
· Sets high goals and expectations for
themselves and others
· Results-oriented, competitive, tenacious,
and expects high levels of performance from
their direct reports
Ambition Degree to which a person seems “leader-like,” outwardly
confident, and driven
Power The extent to which a person values competition and
influence, is interested in challenges, and enjoys a
lifestyle organized around worldly success
· Driven and demanding, but can be
intimidating to others and might lead teams
to become too internally competitive
People Leader | key focus: relationships
· Skilled at building and maintaining nurturing
relationships with others
· Tends to focus on the morale and well-being
of sta, and seen as warm and caring
· Has a desire to maintain harmony with
others, which can interfere with the ability
to deliver candid feedback and make
unpopular decisions
Interpersonal
Sensitivity
Altruistic The extent to which a person values helping others, is
Degree to which a person seems warm, friendly, and
nurturing
concerned for the less fortunate, and has an interest in
public service and the betterment of humanity
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Table 2.2 Hogan Leader Focus Dimensions and Scales (Continued)
Leader Focus Dimension Scales Scale Definitions
Process Leader | key focus: implementation
•• Focuses on creating, following, and
enforcing policies and procedures
•• Has a strong implementation focus and the
ability to plan, stay organized, and follow
through on commitments
•• Has a tendency to be inflexible about rules,
micromanage processes, and resist change
Thought Leader | key focus: ideas
•• Focuses on creativity, innovation, and open-
minded evaluation of ideas and possibilities
•• Has a strategic problem-solving approach
with a motivation to experiment and
innovate
•• Big-picture oriented and willing to embrace
change, but may ignore practical solutions
and become bored with mundane tasks
Social Leader | key focus: influence
•• Skilled at communicating, networking, and
developing connections
•• Tends to use their relationship building
abilities and social influence to engage and
motivate sta
•• May confuse their social activity with
productivity and be distracting to others who
are trying to complete assignments
Data Leader | key focus: information
•• Skilled at analyzing relationships between
variables, identifying data trends, and
establishing credibility with technical
expertise
•• Enjoys staying up-to-date with industry
trends and using technology to solve
problems
•• May underestimate the importance of
managing people and have a lack of
tolerance for more intuitive decision-making
approaches
Prudence Degree to which a person seems detailed, rule-abiding,
and organized
Security The extent to which a person values order and structure,
risk-free environments, and a lifestyle organized around
minimizing uncertainty and criticism
Inquisitive Degree to which a person seems bright, creative, and
interested in intellectual matters
Aesthetics The extent to which a person values self-expression, a
dedication to quality, and attention to the appearance of
work products
Sociability Degree to which a person seems socially proactive,
gregarious, and enjoys interacting with others
Ailiation The extent to which a person values group membership,
has an interest in working with and being part of teams,
and prefers a lifestyle organized around social interaction
Learning
Approach
Science The extent to which a person is interested in science,
Degree to which a person seems to enjoy academic
activities and values educational achievement for its own
sake
technology, and data-based decision making
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Leader Focus
3. Understanding The Leader Focus Report
3.1 Reading the Scores
The Leader Focus Report provides information about a person’s likely leadership style according to six broad
leadership dimensions. These leadership “focus areas” influence the types of tasks the leader will prioritize,
what information he or she will attend to, and the behaviors the leader will likely encourage or penalize.
Main Score. The report includes main scores for each focus area. Higher scores indicate greater focus, or a greater
lilkelihood to exhibit behaviors associated with that leadership style, whereas lower scores indicate less focus in
that style. A leader’s highest and lowest scores will provide the greatest insight into which aspects of his or her
leadership style will be noticed by others.
Figure 3.1 Example of a Leader Focus Dimension Main Score
Results Leader
LOW
Indicates a low degree of
focus on results
Indicates a balanced
degree on results
.
Indicates a high degree of
focus on results
HIGH
Sub-Components. The Leader Focus Report also presents results for the underlying HPI scale (yellow bar) and
MVPI scale (blue bar) associated with each focus area.
Figure 3.2 Example of a Leader Focus Dimension Sub-Component Score
Ambition
75
Power
80
Development Tips. Regardless of whether the scores are high, moderate, or low, there are development
considerations across the entire continuum for each Focus dimension. These tips are useful in guiding personal
development eorts.
Unconscious Biases. Leaders may not be aware how powerfully their values influence behavior. The unconscious
biases section associated with each focus area provides suggestions about how to raise awareness of and
monitor biases as a leader.
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3.2 Interpreting Scores
High Scores. High scores are easy to interpret, as they indicate a strong alignment between HPI and MVPI results.
This suggests a clear and consistent focus on a leadership dimension. For example, consider a high Results
Leader score.
Figure 3.3 Example of a High Score
Results Leader
LOW HIGH
Ambition
75
Power
This Ambition score indicates a relentless focus on getting ahead, reaching goals, and beating the competition. This leader
will tend to take initiative, drive for goal achievement, and may even compete with peers. His or her high Power score also
indicates a preference for taking on challenging projects and seeking opportunities to advance.
80
Low Scores. Low scores are also easy to interpret, as they also indicate strong alignment between HPI and MVPI
results. Consider the following example on the Social Leader dimension.
Figure 3.4 Example of a Low Score
Social Leader
LOW HIGH
Sociability
10
Ailiation
This low Sociability score indicates a likelihood of seeming introverted, uncommunicative, and task-focused. This leader will
tend to listen more than talk and seem quiet and socially reactive. His or her low Ailiation score also indicates a preference
to not engage in teamwork, instead preferring to work alone.
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Moderate Scores. Moderate scores can be more diicult to interpret because they can occur as the result of
several dierent score combinations. When both the HPI and MVPI scores fall into the moderate range, this
indicates strong alignment between the scales for a focus area. Leaders with this combination of scores are likely
flexible and can adjust to the demands of the situation.
Figure 3.5 Examples of a Moderate Score
Process Leader
LOW HIGH
Prudence
50
Security
50
In some cases, moderate scores represent a score conflict. When such conflicts occur, it is because the way a leader
approaches their own work does not necessarily reflect the type of environment they prefer. Consider the following
examples for the Process Leader dimension.
Prudence
80
Security
Individuals with high Prudence scores tend to be organized and attentive to detail. However, when coupled with a low
Security score, structure and predictability do not necessarily motivate them. They will be unafraid to take risks and will
value trying new things, but will seem very planful in the way they approach new ventures. They are likely to be good
organizational citizens who follow rules and process, but prefer to take their own approach to work. However, they may
not always provide structure in process when managing others
Prudence
Security
Individuals with low Prudence tend to be flexible and willing to challenge process. However, when coupled with a
high Security score, they also prefer environments that emphasize safety, financial security, and risk avoidance. As a
leader, they may send conflicting messages to others between their desire to implement process and structure, and
their willingness to break rules and challenge authority. Direct reports are likely to be confused because they will be
unsure of whether to do as the leader says (e.g., follow process and avoid errors) or do as the leader does (e.g., work
independently and set his or her own rules).
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20
80
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3.3 Intended Audience
We designed the Leader Focus Report for use with entry- to mid-level managers and leaders. Its is particularly
useful for the following people and scenarios:
•• Those who have transitioned (or are considering a transition) from being an individual contributor to a
leader
•• Senior technical talent who have transitioned (or are considering a transition) to management
•• In-role leaders and managers who wish to gain greater insight into their leadership style and develop
their leadership skills
3.4 Implementation
We recommend that participants receive structured feedback regarding the results of their Leader Focus Report.
This feedback can be delivered by a Hogan certified professional and/or through our web-based, self-guided
development materials.
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