Why interaction matters in leadership assessment
When evaluating leadership potential, cognitive ability and personality are often considered separately: one reflecting how individuals think, the other how they are likely to behave. However, recent research conducted by PBC suggests that leadership effectiveness is shaped not by these factors in isolation, but by how they interact.
Drawing on this research, PBC recently produced an Interpretive Guide examining the interplay between cognitive ability and dark‑side personality tendencies, as measured by the Hogan Development Survey (HDS). This work aimed to support more informed interpretation of assessment data in leadership selection contexts, particularly where decisions involve managing both performance risk and leadership capability.
How cognitive ability shapes the expression of dark-side tendencies
A central theme emerging from this research is that cognitive ability plays an important role in moderating the relationship between dark‑side personality tendencies and leadership effectiveness. Dark‑side tendencies represent behavioural risks that are most likely to emerge when individuals are not at their best, such as when they are under pressure or have become complacent. The extent to which these tendencies influence leadership outcomes appears to depend, in part, on their interaction with cognitive ability.
The interaction between cognitive ability and personality tendencies also provides insight into a leader’s likely ability to reflect on their thinking processes and how this may influence their workplace reputation. In this sense, cognitive ability may shape not only how leaders approach complex problems, but also how effectively they manage the behavioural implications of their personality profile over time.
Implications for performance and leadership risk
A key implication for leadership selection is that cognitive ability may mitigate some of the risks associated with higher scores on certain dark‑side personality tendencies, allowing those tendencies to be channelled more productively. Conversely, when cognitive ability is lower, dark‑side tendencies may be more likely to have negative effects on performance, decision‑making, and interpersonal relationships.
Importantly, the findings also highlight that the relationship between personality tendencies and performance is not simply linear. For some HDS scales, moderate levels of these tendencies, when paired with stronger cognitive ability, may be associated with higher levels of performance. This demonstrates the importance of considering not only the presence of particular tendencies, but also their intensity and how they interact with cognitive ability when evaluating leadership capability.
Moving beyond a risk-only view of dark-side personality
Consistent with existing interpretations of the HDS, dark‑side personality tendencies are best understood as overplayed strengths rather than inherently negative attributes. The insights from this research demonstrate that these tendencies can contribute positively to leadership effectiveness, particularly when supported by higher levels of cognitive ability. Rather than viewing dark‑side tendencies purely as risks, leadership selection decisions benefit from understanding how they may function in combination with reasoning capability.
From a practical perspective, these findings underscore the value of integrated assessment approaches in leadership selection. Considering both personality tendencies and cognitive ability provides a more informative basis for identifying individuals who are likely to succeed in leadership roles, particularly in complex or high‑pressure environments.
Conclusion: Implications for leadership selection decisions
In conclusion, the key message from this research is that leadership effectiveness is shaped by the interaction between cognitive ability and personality tendencies. By accounting for these interactions, organisations can make more informed leadership selection decisions: identifying individuals who are capable of managing complexity while also navigating the behavioural demands associated with their personality profile. Recognising dark‑side tendencies as potential strengths, rather than risks alone, allows leadership selection to move beyond avoiding derailment and toward understanding the conditions under which leaders are most likely to perform effectively over time.
Download the full paper here
