Personality can be viewed from two perspectives: identity, how one sees oneself, and reputation, how one is perceived by others. Reputation tends to be a stable predictor of future behavior. Leaders display both bright-side characteristics like integrity and competence, as well as dark-side dysfunctional dispositions that become apparent under pressure. Up to 2/3 of leaders will fail due to these dark-side traits. Hogan identifies 11 potential derailing traits that were strategies developed in childhood but continue to be used in adulthood in dysfunctional ways. Early warning signs of potential derailment include poor results, a narrow perspective, poor team building, problematic working relationships, and inappropriate behavior. However, derailment is avoidable for leaders

1. The Bright-side and the Dark-side
of Leadership
Sean McCann
The Solution to all Your People Problems

2. Identity and Reputation
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Personality is best defined from two
perspectives: identity and reputation.
Reputation is personality from the outside – how a
person is perceived by others. Reputation tends to
be stable over time, and (according to Hogan) is an
excellent predictor of future behaviour.
Identity is personality from the
inside – how one sees oneself.
People can overestimate their
positive qualities. Identity isn’t
always reflected in behaviour

3. The Bright-side and the Dark-side
of Leadership
• funny, joyful, irreverent, witty, charismatic and clever.
• “An explosive mix of the admirable and the distinctly worrying.”
• Bright-side personality characteristics reflect people’s strengths and
weaknesses when they are on their best behaviour.
• Dark-side personality characteristics refer to people’s behaviour when they
are less concerned about how they are perceived either under stress or
completely at ease
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4. Hogan competent leaders are
perceived as having bright-side
characteristics of
• Integrity, keeping their word and telling the
truth.
• Decisiveness, making sound, defensible and
timely decisions.
• Competence, good at some aspects of
business.
With reference to Jim Collins they also show:
• Humility and
• Persistence
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5. A key fact of Leadership
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Up to 2/3 of Leaders will fail
Dark-side dysfunctional dispositions, invisible at interview or
assessment centre, but which become apparent when under
pressure or when they let down their guard

6. Why do leaders fail?
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HBOS 3 were bright, savvy, highly experienced business
leaders with terrific track records, but…
…the bank's business model was inherently flawed and its
board was a "model of self-delusion".

7. Why we engage in self defeating
behaviour
• Events between people
• Childhood experience everyone feels
inadequate about something
• People have expectations of how others will
treat them
• If those expectations are wrong may behave in
ways others find annoying. This may interfere
with their life goals
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8. Horney’s taxonomy
• According to Horney people manage their self
doubt, inadequacies and insecurities in one of
3 ways:
• Moving Away: Manage feelings of inadequacy
by avoiding contact with others
• Moving Against: Manage feelings of self doubt
by dominating and intimidating others
• Moving Towards: Manage their insecurities by
building alliances
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9. Dysfunctional Dispositions
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Strategies developed in
childhood, but continue to be
used in adulthood in ways that
are dysfunctional
Not so much about bad people, but the
wrong strategies. It’s about behavioural
flexibility.

10. Dysfunctional Dispositions
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Too much of a good thing:
Leaders can be:
• Too vigilant
• Too tough
• Too hardworking
Paradoxically the factors that helped
achieve success can be the very factors
that are responsible for derailment

11. According to the HDS there 11
potential de-railers
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Confidence and Assertiveness can becomes self-promotion and competitiveness
(Bold)
Detail consciousness and hard-working can turn to demanding perfectionism
(Diligent)
Charming and interesting can become manipulative and exploitative schmoozing and finessing mistakes. May take risks without
considering the consequences. (Bo Jo)
(Mischievous)
Intensity and energy can becomes moody and Hard to please
Requiring “mood management”
(Excitable)
Co-operative and cheerful can become stubborn and resentful when things don’t go their way . Quintessential passive aggression.
(Leisurely)
Vigilance, rarely being caught of guard and hard to “fool” can become sceptical and pessimistic.
(Sceptical)
Innovative and unpredictable may become odd and self absorbed.
(Imaginative)
Tough mindedness and independent thinking can become aloof , detached and invisible.
(Reserved)
Fun and socially skilled can become attention seeker who are quickly bored. (Bo Jo)
(Colourful)
Conforming and unassuming can become Ingratiating and deferential
(Dutiful)
Prudence can become excessive caution and an inability to make decisions
(Cautious)

12. Dysfunctional Dispositions
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Looking back on those whose careers derail:
There are often little foibles and peculiarities,
around social skills, and emotional regulation.
They have temper tantrums, are sarcastic or
bullies. Problems are never their fault. They
have a tendency to overreact.
Conrad Black Fred Goodwin
Vicky Pryce and Chris Huhne

13. 4 Skill Areas
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Intrapersonal (emotional maturity
and adaptability), negative too
ambitious, not adaptable.
Interpersonal (EQ and social skills) , negative
conflict with managers , poor political skills.
Leadership (team building and
role modelling), negative over
or undermanage.
Business Skills ( Planning, organising and
monitoring), negative poor strategy,
communication and task management.

14. Hogan, Hogan and Kaiser the
5 Early warning signs:
• Poor results (missed objectives, poor
budget control, customer complaints)
• Narrow perspective ( (too detail conscious
reliant on technical skills, out of date)
• Poor team building (autocratic,
micromanagement)
• Working relationships (Insensitivity)
• Inappropriate or immature behaviour
(gossiping, refusing to accept responsibility)
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15. Is derailment avoidable?
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YES!!
Dysfunctional dispositions will not
inevitably prevail if Leaders are:
• Motivated to change
• Open and responsive to feedback
• Emotionally literate
• Behaviourally flexible

16. How should we train tomorrow’s
leaders?
Development programmes for the leaders of the
future will benefit from modules that
•Develop emotional intelligence
•Encourage self awareness
•Promote behavioural flexibility
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