The Dark Side of Personality: 11 Hogan (HDS) Derailers

What is the Hogan Development Survey (HDS)?

The Hogan Development Survey is a psychometric questionnaire developed by Robert and Joyce Hogan to identify interpersonal tendencies that become problematic under pressure. It does not diagnose clinical personality disorders; rather it highlights behavioral risks that in extreme forms may resemble clinical descriptions. HDS measures 11 primary derailers and 33 subscales, offering a framework to discuss behaviors that can threaten careers or team relationships. Results are based on patterns expected to appear in stress or when individuals become overly assured. Organizations commonly use HDS in leadership development, selection and succession planning, but its outputs work best as part of a broader development process that includes observation, feedback and coaching rather than as a sole hiring decision.

Origins of the derailer concept

The idea of derailers emerged from research into stalled or failed managerial careers. Early studies showed that failure rarely stemmed from low cognitive ability; instead interpersonal skills and responses in difficult moments were decisive. The Hogan team built tools to capture tendencies that reveal themselves when pressure rises or feedback diminishes. Research indicates that promotions and increased power can obscure honest feedback and raise the chance that a leader's dark tendencies will surface. Derailers are best seen as risk signals to monitor and manage, not moral labels. The concept has influenced leadership development by focusing attention on emotions and social dynamics, though its universal applicability remains under study and cultural adaptation matters.

Overview of the 11 derailers

HDS describes 11 derailers, each naming a different pattern that can interfere with effectiveness. Excitable: mood swings and intense but short-lived engagement. Skeptical: cynicism and mistrust, difficulty extending confidence to others. Cautious: fear of risk and decision paralysis. Reserved: guardedness and reluctance to share feelings or build rapport. Leisurely: passive resistance to requests and working at one’s own pace, which can stall cooperation. Bold: excessive self-confidence, disregard for criticism and entitlement. Mischievous: risk-taking, boundary-testing and manipulative tendencies. Colorful: craving attention and expressive behavior that can distract the team. Imaginative: rich creativity that may be impractical or disconnected from execution. Diligent: perfectionism, micromanagement and reluctance to delegate. Dutiful: overreliance on approval from authority and reluctance to challenge leaders. Each derailer has subscales that clarify specific behaviors, and the real risk depends on intensity and organizational context. Some traits may suit one environment and harm another, so look at patterns rather than single scores.

Impact on leadership and teams

Derailers shape team climate and the quality of leaders' decisions. When a leader shows prominent dark tendencies, trust drops, people withhold information and psychological safety declines. Excess caution stifles innovation, while overconfidence fuels risky choices. Attention-seeking behavior can shift focus away from priorities, and perfectionism can slow delivery and undermine delegation. These dynamics often show up as higher turnover, absenteeism and poorer results. Leaders may be unaware of the consequences until feedback surfaces them, so 360-degree reviews and structured feedback loops are crucial. Analyzing behavioral patterns helps anticipate pressure points and design interventions; teams that understand their vulnerabilities can build compensating structures and reduce harm.

How to manage derailers in practice

Begin with deliberate self-awareness and acceptance of feedback; without it, behavior change stalls. Coaching and mentoring supply tools to regulate impulses and reactions under stress. Development programs that emphasize practice—simulations, role-plays and short targeted exercises—outperform passive lectures. Use 360-degree feedback and behavioral observation to reveal patterns, then build individual development plans with measurable steps and ongoing monitoring. Practical measures include clearer role definitions, delegated responsibilities, backup plans and stress-management techniques such as regulated breaks or breathing practices. For entrenched patterns, external support can help, since personality traits stabilize after about age 30 and management often beats attempts at full change. Consider a szkolenie dla managerów (training for managers) that rehearses real conversations and feedback delivery to create immediate, safer interventions. Regular review, supportive culture and concrete practice yield the best results over time.

HDS exposes 11 derailers that can undermine workplace effectiveness. Understanding these tendencies enables constructive interventions and smarter personnel decisions. The most effective approach blends feedback, coaching and practical exercises. Building a culture where weaknesses can be discussed openly increases team resilience. Training programs for managers that simulate real interactions and communication help embed change; progress requires time, monitoring and persistent practice but brings tangible organizational benefits.

Empatyzer — support for working with derailers

Empatyzer helps managers identify and manage derailers that emerge under pressure by integrating HDS data with team observations. The system includes an AI assistant that, based on a personality profile and team context, suggests phrasing for 1:1 conversations and feedback to reduce escalation. Short micro-lessons offer targeted exercises—for example, delegation techniques for perfectionists or stabilizing strategies for overly bold leaders. Empatyzer proposes conversation scripts, neutral fact-based formulations and concrete next steps to move from emotion to agreement, adapted to organizational context so guidance for a large company differs from that for a small team. The platform aggregates anonymized data to track whether interventions lower the frequency of problematic behaviors without compromising privacy. In conflicts the assistant recommends neutral, operational steps and a monitoring plan with measurable development actions, giving managers evidence of progress. Deployment is quick and low-burden for HR, enabling pilots focused on groups with high HDS scores. Combining diagnosis, personalized advice and concise practice reduces the risk of costly personnel mistakes and improves the quality of conversations and decisions.