The qualities that get managers promoted are the reasons people don’t like them

A new report from Hogan Assessments suggests that the qualities helping managers rise through organisations may be very different from those employees believe make effective leaders. The study, The Leadership Divide: Global Insights on Who Leads vs. Who Should [registration], found no overlap between the characteristics most commonly associated with senior executives and the qualities employees say they value in managers. Hogan analysed personality assessment data from more than 21,000 executives and surveyed 9,794 employees across 25 countries. The findings indicate that executives are often distinguished by confidence, competitiveness, visibility and self-promotion, while employees place greater importance on communication, integrity, accountability and decision-making.

According to the report, the results point to a widening gap between how organisations identify leadership potential and the behaviours employees associate with effective management. The research suggests that many businesses continue to reward what Hogan describes as “leadership emergence” rather than leadership effectiveness, promoting people who stand out and attract attention rather than those who build trust and stable teams.

Allison Howell, chief executive of Hogan Assessments, said organisations have historically rewarded ambition and confidence in leadership roles, but employee expectations are shifting. “Organizations have long tended to reward visibility, confidence, and ambition in leaders,” she said. “But employees are telling us they want something more fundamental: leaders they can trust, leaders who communicate clearly, and leaders who create the conditions for teams to succeed.”

The report highlights confidence as one of the clearest examples of the disconnect. While assertiveness and self-assurance are often linked with career progression, 59 percent of employees surveyed said arrogance and entitlement undermine leadership effectiveness. The study suggests that traits often associated with executive presence can damage trust and contribute to disengagement when left unchecked.

Employees also identified emotional volatility as a significant workplace problem. Around 72 percent of respondents said unpredictable behaviour weakens leadership, while 62 percent cited passive aggression as damaging to team morale and performance. More than half of employees, 56 percent, also said excessive caution or indecision negatively affects leadership effectiveness.

The findings reflect growing expectations among employees for greater consistency, transparency and accountability from managers, particularly in organisations adapting to changing workplace cultures and employee demands.

Howell said leadership development programmes need to better reflect the qualities employees value if organisations want to strengthen performance and retention. “Leadership pipelines are strongest when organizations align how they identify and develop leaders with what employees actually value,” she said. “These findings show that trust, accountability, and sound judgment are not secondary qualities. They are central to team effectiveness and long-term performance.”