New global research from Hogan Assessments has uncovered a significant disconnect between the traits that help executives rise to leadership positions and the qualities employees say define effective leaders, with zero overlap between the top five competencies displayed by leaders and those valued by workers.
The report, titled The Leadership Divide: Global Insights on Who Leads vs. Who Should, draws on personality assessment data from more than 21,000 executives in Hogan’s global database and survey responses from 9,794 full-time employees across 25 markets, including the US, Brazil, Mexico, Germany, and the UK.
What executives demonstrate vs. what employees want
Executives are most likely to stand out for inspiring others, competing with peers, presenting ideas publicly, taking initiative, and driving innovation. Employees, by contrast, prioritise an entirely different set of qualities: communication, integrity, accountability, sound decision-making, and the ability to lead effectively. Nearly 98% of workers say communication is critical for strong leadership, while over 96% say integrity, accountability, and sound decision-making are essential. Nearly 48% say leaders should also prioritise networking, teamwork, and belonging.
“Organisations have long tended to reward visibility, confidence, and ambition in leaders,” said Allison Howell, CEO of Hogan Assessments. “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.”
Behaviours that erode trust
The research also identifies a clear set of behaviours employees believe weaken leadership effectiveness. Emotional volatility and unpredictability topped the list, cited by 72% of respondents, followed by passive aggression at 62%, arrogance and entitlement at 59%, and extreme caution at 56%.
One of the clearest examples of the broader disconnect is confidence. Executives often stand out for assertiveness and self-assurance, yet 59% of employees said arrogance and entitlement undermine leadership. The confidence that helps leaders advance may, when overused or left unchecked, be experienced by teams as arrogance, weakening trust and contributing to disengagement.
Rethinking how leaders are selected
The findings suggest many organisations may still be rewarding leadership emergence over leadership effectiveness. The behaviours that help individuals gain visibility and secure promotions are not necessarily the behaviours that build trust, strengthen teams, or sustain performance once in the role.
Experts note that organisations may need to look beyond visibility and charisma when identifying leadership potential, placing greater emphasis on clear communication, accountability, sound decision-making, and relationship building. That shift should be reflected in selection processes, coaching frameworks, and performance systems that reward transparency and follow-through.
“Leadership pipelines are strongest when organisations align how they identify and develop leaders with what employees actually value,” said Howell. “These findings show that trust, accountability, and sound judgment are not secondary qualities. They are central to team effectiveness and long-term performance.”
The study highlights that addressing this leadership divide could help organisations improve retention and performance, particularly as trust and clear communication are increasingly linked to reduced anxiety, higher engagement, and better mental health outcomes in the workplace.