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1、IndustryCaseStudiesConstructionIndustryPredictingLeadershipCompetenciesChallenge:Aleading,globalmanufacturerandsupplierofspecializedtoolsandfasteningsystemssoughttoincorporateitsSeniorLeadershipCompetencyModelintotheleaderselectionanddevelopmentprocesses.Specifically,the
2、ywantedtoexaminethepersonalitycharacteristicsandpersonalvaluesthatleadtosuccessfulperformanceinseniorleadershiproles.Solution:ThecompanycollaboratedwithHoganto(a)alignitsSeniorLeadershipCompetencyModelwiththeHoganCompetencyModel(HCM)and(b)determinetheeveryday,normalperso
3、nalitycharacteristics(measuredbytheHoganPersonalityInventory;HPI),“darkside”derailmenttendencies(asassessedbytheHoganDevelopmentSurvey;HDS),andmotivatorsandvalues(measuredbytheMotives,Values,PreferencesInventory;MVPI)thatrelatetoeachofthesixleadershipcompetencies.Hoganex
4、pertsmappedtheclient’sSeniorLeadershipCompetencyModeltotheHCMandexaminedtherelationshipsbetweeneachcompetencyandtheHPI,HDS,andMVPIscalesusingarchivalresearchandexpertjudgment.Result:Basedonthisresearch,HogandevelopedHPI,HDS,andMVPIscalerecommendationswithinterpretationsf
5、oreachleadershipcompetency.Forinstance,leaderswho“understandthebusiness”tendtomaintaintheircomposure,yetaresensitivetochangesandrequests(moderateHPIAdjustment),workhardtoachievekeycustomerserviceobjectives(higherHPIAmbition),beinsightfulaboutothers(higherHPIInterpersonal
6、Sensitivity),andbedependable,yetcomfortabledeviatingfromtheplan(moderateHPIPrudence).Furthermore,individualswhounderstandthebusinesswellmakedecisionswithoutrelyingonothers(lowerHDSDutiful),anddon’tlosefocuswhenthingsdon’tgoasplanned(lowerHDSExcitable);theyarealsolikelymo
7、tivatedbypositionsofauthorityandleadership(higherMVPIPower),andservingasacoachormentor(higherMVPIAltruistic).WhenusingtheHogantoolsandtheSeniorLeadershipCompetencyModelforleaderselectionanddevelopment,thecompetency-basedrecommendationswillhelptheclientcombineandpresentin
8、formationtoexplorejob-relevantbehaviorsthatleadtosuccessfulleaderperformance.690
