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Developing Versatile Leaders for Complex Times: APersonality-based Approach. Preconference workshop atthe 31st Annual SIOP Conference, April, 2016.

1© 2016 Kaiser Leadership Solutions

& Hogan Assessment Systems

Developing Versatile Leadersfor Complex TimesA Personality-based Approach

Rob Kaiser – Kaiser Leadership SolutionsTomas Chamorro-Premuzic – Hogan Assessment Systems

What is the modern world of work like?

One-word orshort phrases

Each tablelist 3

1 ___2 ___3 ___




CONTEXT







Demands of a VUCA world

Volatilitysudden change requires a rapidresponse; well-honed skills areeasier to deploy

Speed

Uncertaintyinability to know for sure what isgoing on requires patience and acontingency plan

Flexibility

Complexitymany distinct but interconnectedvariables requires a broad range ofresponse options

Variety

Ambiguitycircumstances with multiple causesand meanings require objectivity,without projecting biases

Self-awareness

Kaiser & Overfield (2016) Leadership Versatility Index: User Guide for Version 5.0




Businesstechnical know-how about how

the organization and industry work

Relationshipsocial skills and ability to

get along and cooperate with others

Self-managementself-awareness and self-controlto regulate your own behavior

Leadershipinfluence and persuasion skills to

motivate individuals and build teams

Hogan & Kaiser (2005) What we know about leadership. Review of General PsychologyHogan & Warrenfeltz (2003) Educating the modern manager. Academy of Management Learning and Education

Higher domainsdepend uponskills in lower

domains

Lower domainsare harder to

develop

PERSONALITY
















Low scorers tend to be: High scorers tend to be:

Adjustment Responsive, easy to coach; susceptible tostress Stress tolerant, resilient; feedback resistant

Ambition Team-player; stays within comfort zone Assertive, self-initiating; overly competitive

Sociability Good listener; Socially reactive rather thanproactive

Outgoing; can be perceived as attention-seeking

InterpersonalSensitivity

Direct & objective; can be overly critical,harsh

Warm, agreeable and friendly; averse toconflict

Prudence Adapts to ambiguity well, impulsive Detail oriented, follows rules, executes plans;inflexible

Inquisitive Grounded in practicality; but ‘short-sighted’ Open, curious, seen as strategic; lackspragmatism

Learning Approach Hands-on learner; endures training Traditional ‘book-learner’; can be perceivedas know-it-all

Everyday Strengths Stress - Induced Derailers

Excitable Intense & energetic Moody & prone to overreacting

Skeptical Perceptive & shrewd Cynical & mistrustful

Cautious Careful & thorough Extremely reluctant to take risks

Reserved Independent & businesslike Stoic & disconnected

Leisurely Cooperative & agreeable Covertly resistant & insincere

Bold Confident & assertive Stubborn, arrogant, & smug

Mischievous Charming & jocular Irreverent & untrustworthy

Colorful Outgoing & animated “Showboating” & overwhelming

Imaginative Innovative & creative Off-the-wall & unrealistic

Diligent Detail oriented & hardworking Perfectionistic & demanding

Dutiful Supportive & loyal Ingratiating & deferential




Recognition Responsive to attention, approval, and praise

Power Desiring success, accomplishment, status, and control

Hedonism Orientated for fun, pleasure, and enjoyment

Altruistic Wanting to help others and contribute to society

Affiliation Enjoying and seeking out social interaction

Tradition Dedicated to strong personal beliefs

Security Needing predictability, structure, and order

Commerce Interested in money, profits, investment, and business opportunities

Aesthetics Needing self-expression, concerned over look, feel, and design of work products

Science Wanting knowledge, research, technology, and data




Feedback

Self-awareness

Will to change

Effort

Reputation change




CASE 1personality

Panechay Panja

Background 52 years old

27 years in investment banking

Chief Investment Officer, managing >$50B

Started in 2010 (assessment in late 2014)

Staff of 4 analysts, 4 fund raisers

Born in India; BS in Mumbai, Ivy League MBA




VERSATILITYconcept

Task-oriented People-orientedAutocratic ParticipativeInitiative Consideration

Transactional TransformationalShort-term Long-term

Stability ChangeEfficiency Innovation

Kaiser & Overfield (2010) Assessing flexible leadership as a mastery of opposites. Consulting Psychology Journal

Models of leadership




Complexity theories

“…playing multiple, even competing, roles, in ahighly integrated and complementary way.”Hooijberg & Quinn (1992) Behavioral complexity

“…leader effectiveness entails the mastery ofcountervailing behavior patterns.“Zaccaro (2001) Nature of executive leadership

“…using opposing approaches, unrestricted by biasfor one and prejudice against the other.”Kaplan & Kaiser (2003) Sloan Management Review




Competing Values Framework

HumanRelations

OpenSystems

InternalProcesses

RationalGoals

People &Relationships

Stability &System

Efficiencies

Adaptation toExternal

Environment

Production &Results

HumanRelations

OpenSystems

InternalProcesses

RationalGoals

Quinn (1988) Beyond Rational Management (Jossey-Bass)

Leadership Versatility Model

Kaplan & Kaiser (2006) The Versatile Leader (Pfeifer)




Links to Other Systems


Interpersonally-orientedInitiating structure

AutocraticDirective

Task-orientedInitiating structureImplementationContinuity

Change-orientedSetting direction

VisionChange

Interpersonally-orientedConsiderationDemocraticSupportive

Versatilitythe ability to read and respond to changing conditionswith a full range of motion; able to freely use opposingapproaches, unlimited by bias in favor of one andprejudice against the other.





VERSATILITYassessment

1970-1985 1983 to present

Derailment Research




Core Derailment Theme

Inability to adapt“Executives derail for reasons all connectedto the fact that situations change.”

McCall & Lombardo (1983) How and Why Successful Executives Get Derailed. CCL

Strengths

can become

weaknesses

Core Derailment Dynamic

McCall (1998) High Flyers (Harvard Business Press)McCall & Lombardo (1983) How and Why Successful Executives Get Derailed. CCL




Kaiser & Kaplan (2005) Overlooking overkill. Human Resources PlanningKaiser & Kaplan (2005) On the folly of linear scales. Performance Appraisal: A Critical View

© Kaiser Leadership Solutions. All rights reserved.U.S. Patent No. 7,121,830

Item text:"Pays attention to detail—has a finger on the pulseof day-to-day activities.”

Average subordinate ratings for 107 executives

Kaplan & Kaiser (2003) Rethinking a classic distinction in leadership. Consulting Psychology Journal




© Kaiser Leadership Solutions. All rights reserved.U.S. Patent No. 7,121,830

Versatilitythe ability to read and respond to changing conditionswith a full range of motion; able to freely use opposingapproaches, unlimited by bias in favor of one andprejudice against the other.

Measured as ratings close to “the right amount” on bothForceful and Enabling, both Strategic and Operational





0%

50%

100%

0%0%

50%

50%

600

500

400

300

200

100

Overall Versatility50% 60% 70% 80% 90% 100%

M = 83%SD = 7%

1% 5% 24% 61% 9%

N = 15,462 senior managers

LVI global norms (2010-2016)




FORCEFUL ENABLING STRATEGIC OPERATIONAL

FORCEFUL (.94)

ENABLING -.69 (.93)

STRATEGIC .44 -.04 (.92)

OPERATIONAL .09 .00 -.21 (.82)

N = 15,462 senior managersLVI global norms (2010-2016)

Stra

tegi

cO

pera

tiona

l

Forceful EnablingN = 15,462 senior managers

LVI global norms (2010-2016)

22% 12%

39% 18%

9%




Construct Validity

Versatility• Forceful-Enabling• Strategic-Operational

Interpenetration• Tough Love• Practical Vision

5

4

3

2

1

1 2 3 4 5

1 2 3 4 5

1. 2. 3. 4. 5. 6.

1. Overall Interpenetration (.75)

2. Tough Love .87 (.78)

3. Practical Vision .76 .51 (.72)

4. Overall Versatility .53 .40 .48 (.74)

5. F-E Versatility .49 .43 .35 .89 (.73)

6. S-O Versatility .46 .29 .50 .90 .59 (.79)

Correlations

Kaiser, Lindberg, & Craig (2007) Assessing flexibility: A comparison of methods. Int’l Journal Selection & Assessment

N = 264

Kaiser, Lindberg, & Overfield (2012) The how and the what of leadership. Consulting Psychology Journal

N = 421 senior managers and their teams (US & EU). * p < .05, ** p < .01

Results from structural equations model linking two types of versatility to team performance. Versatilitymeasured with half of peer and half of subordinate raters. Engagement rated by other half of subordinates.Team Productivity rated by bosses of the focal managers.Numbers are standardized SEM coefficients.

Versatility and team performance




r = .715.38 6.47 7.37 7.89 8.62

Overall Versatility60% 70% 80% 90% 100%

Over

all E

ffect

ivene

ss9

8

7

6

10

5

Versatility and overall effectiveness

N = 15,462 senior managersLVI global norms (2010-2016)

Vroom-Yetton-Jago Decision Tree

House’s Path-Goal Theory







CASE 1personality > behavior

Panechay Panja

A little more context Portfolios have performed well (2010-2014)

She’s being considered for CEO succession

Assessment + Coaching as part of the process

Mild concerns from the Board Seems a little “too self-confident” Some success attributed to “timing” Don’t know her personally very well




PERSONALITY + LEADERSHIP

Conventional wisdom of the 1980s

“… little or no connectionbetween personality traitsand leader effectiveness”Psychology Applied to WorkP. Muchinsky (1983; p. 403)

“… no relationship betweenpersonality and leadership”Psychology of Work BehaviorF. Landy (1985; p. 428)




Better data, better methods, better theory

Judge, Bono, Ilies, & Gerhardt (2002) Personality and leadership meta-analysis. Journal of Applied Psychology*Coefficients corrected for unreliability

DeRue, Nahrgang, Wellman, & Humphrey (2011) Trait and behavioral theories of leadership. Personnel Psychology

Aligning traits + leadership behaviors




Derailing Personality Derailing Personality

Get

ting

Ahea

d Le

ader

ship

Get

ting

Alon

g Le

ader

ship

Beyond linearity, pt 1

Benson & Campbell (2007) To be, or not to be, linear? International Journal of Selection & Assessment

Beyond linearity, pt 2

“GettingAhead”

“GettingAlong”

Ames & Flynn (2007) What breaks a leader? Journal of Personality & Social Psychology




Research agenda

GettingAheadStatus/Power

GettingAheadStatus/Power

GettingAlong

Relationships

GettingAlong

Relationships

FindingMeaning

1. Purpose

FindingMeaning

1. Purpose

FindingMeaning

2. Order

FindingMeaning

2. Order

Conceptual alignment




Kaiser & J. Hogan (2011) Personality, leader behavior, and overdoing it. Consulting Psychology Journal

N = 126 managers from U.S. and E.U.78.6% male, M = 45 years old (SD = 6.7), M = 15.9 years mgt exp (SD = 7.1)57% in public., 20% private, 10% gov’t

30% execs, 32% directors, 29% middle mgt

Forceful Enabling Strategic Operational

Ambition .36 -.33 .17 .05

Sociability .09 .01 -.13 -.04

Interpersonal Sensitivity -.31 .38 .04 -.12

Prudence .08 -.21 -.26 .35

Adjustment -.30 .21 -.17 -.08

Inquisitive -.03 -.04 .39 -.39

Learning Approach .11 -.16 .05 -.03

R2 .26*** .28*** .19*** .30***N = 126 managers and executives. Bold weights and ***p < .001




Too little Too muchThe rightamountToo little Too muchThe rightamount

100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD

HPI S

cale

HPI S

cale

Adjustment


Ambition

Adjustment


Ambition


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD


100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD

HPI S

cale

HPI S

cale

Prudence

Inquisitive

Prudence

Inquisitive




Bright side strongly linked to leader behavior(R2s = .19 to .30, avg .26)

Theoretical coherence

Extreme personality extreme behavior Increase the risk/reward ratio

Tradeoffs on opposing behaviors

How “strengths become weaknesses”

Development as learning to adaptnatural tendencies

Behavior

The rightamount

100908070605040302010

0-3SD -2SD -1SD 0 +1SD +2SD +3SD

Forceful

HP

IA

mbi

tion

Enabling

Too little Too much

Upshot




Kaiser, LeBreton, & J. Hogan (2015) Dark side personality and extreme leadership. Applied Psychology: An International Review

N = 320 managers from U.S. and E.U.71.4% male, M = 42 years old (SD = 6.3), M = 14.8 years mgt exp (SD = 7.4)62% in public, 28% private, 4% gov’t

34% execs, 38% directors, 28% middle mgt

HDS scale Forceful Enabling Strategic OperationalExcitable .14 -.19 .01 -.04Skeptical -.02 .02 .00 -.04Cautious -.15 .04 -.16 .12Reserved -.14 .06 -.02 .05Leisurely -.10 .07 -.06 -.08Bold .07 -.02 .13 -.16Mischievous .07 -.07 .16 -.23Colorful .16 -.09 .25 -.25Imaginative .08 -.08 .20 -.35Diligent .11 -.07 .02 .15Dutiful -.14 .10 -.16 .08

N = 320 managers and executives. |r| > .11, p < .05




LVI Behavior

Too LittleF = 61%E = 73%S = 86%O = 64%

Too MuchF = 39%E = 27%S = 14%O = 36%

Too muchThe rightamountamountToo little




Base Rate Classification IncreaseForceful

Too little 61% 71% +10%Too much 39% 54% +15%

EnablingToo little 73% 84% +11%Too much 27% 44% +17%

StrategicToo little 86% 94% +8%Too much 14% 36% +22%

OperationalToo little 64% 73% +9%Too much 36% 58% +22%

AverageToo little 71% 80% +9%Too much 29% 48% +19%

+25%

+28%

+30%

+31%

Upshot Dark side systematically related to ineffective leader behaviors

Dark side identified who does “too much” and “too little” (+25%to +31% across the behaviors)

Dark side better at identifying “too much” (+19%) than “toolittle” (+9%)

Dark side more strongly related to organizational what (+30%)than interpersonal how (+26%)




Base Rate Classification IncreaseForceful

Too little 61% 71% +10%Too much 39% 54% +15%

EnablingToo little 73% 84% +11%Too much 27% 44% +17%

StrategicToo little 86% 94% +8%Too much 14% 36% +22%

OperationalToo little 64% 73% +9%Too much 36% 58% +22%

AverageToo little 71% 80% +9%Too much 29% 48% +19%

+25%

+28%

+30%

+31%

CORRUPTSJUDGMENT

DISRUPTSRELATIONSHIPS




Upshot Dark side systematically related to ineffective leader behaviors

Dark side identified who does “too much” and “too little”(+25% to +31% across the behaviors)

Dark side better at identifying “too much” (+19%) than “toolittle” (+9%)

Dark side more strongly related to organizational what (12%)than interpersonal how (8%)

Both high and low HDS scores associated with ineffectiveleader behavior

Average HDS scores related to optimal behavior

Key findingVery high and very low scores associated with too much and too little behaviorsSlight elevations associated with optimal and balanced levels of behavior

LVI BehaviorToo little Too muchThe right

amountToo little Too muchThe rightamount

HD

S Im

agin

ativ

e

100908070605040302010

0

Strategic

+1-1 0 +2-2

Operational




NO RISK LOW RISK MODERATE HIGH RISKRISK

10 20 30 40 50 60 70 80 90

Risk for Derailing Behavior

HIGH RISK MODERATE LOW RISK MODERATE HIGH RISKRISK RISK

10 20 30 40 50 60 70 80 90

Risk for Derailing BehaviorRisk for Derailing Behavior

Current view:

Emerging view:

Get youfired

Get youoverlooked

HIGH RISK MODERATE LOW RISK MODERATE HIGH RISKRISK RISK

10 20 30 40 50 60 70 80 90

Risk for Derailing BehaviorRisk for Derailing Behavior




EXC CAU

AMB INS ADJ

POW

INSAMB ADJ

DUT EXC

AFF

PRUINQ AMB

IMG CAU

COM

PRUINQ

DIL IMA

SOC

SEC




CASE 2behavior > personality

Nikolaus von Klaus

Background 57 years old

3 yrs SVP of Sales & Marketing EMEA

Deep customer relationships

Deep industry experience

Born in Germany, lived in East Berlin until 1990

“I am a fighter; I am a survivor!”




Question 1What one thing, more than anything else, do great leaders do?

Question 2What is the opposite of that?(The complementary opposite, the other good thing to do.)

Coaching technique

Nikolaus von Klaus

Context Disruption in the industry

Big technology bets not paying off

New technologies replacing old

Global business in trouble, EMEA doing best

Contentious relationship with peers on ETeam

Concern about bench in EMEA Sales & Mkt, boss hasbeen asking to build it up – to no avail




DEVELOPMENT

Feedback

Self-awareness

Will to change

Effort

Reputation change




Assessment strategy

Convergence: increases self-awarenessDivergence: raises developmental questions

Behavior/360

Pers

onal

ityHa

s ten

denc

yDo

es n

ot h

ave

tend

ency

Does demonstrateDoes not demonstrate

“Strength”

Performance“risk”

Had experience to hone it?Reinforced for using it?

“Adapted/learned” strengthor not part of job?

(risk of overdoing?)




The existential question




Feedback

Self-awareness

Will to change

Effort

Reputation change

Development = more complex and mature

DIFFERENTIATION

INTEGRATION

SELF-ABSORBED SELF-AWARE




Kaiser & Kaplan (2006) The deeper work of exec development. Academy of Management Learning & Education

Kaplan & Kaiser (2013) Fear Your Strengths (Berret-Koehler)

The inner work of mindset change

IDENTITY

REPUTATION




Kaplan & Kaiser (2013) Fear Your Strengths (Berret-Koehler)Kaiser & Kaplan (2006) The deeper work of exec development. Academy of Management Learning & Education

HeroicForce of personalityNeed for controlFear of weakness

ServantPower to the peopleNeed for relationshipsFear of rejection

VisionaryCreative possibilitiesNeed to make a markFear of missing out

ExpertTechnical know-howNeed for masteryFear of making a mistake

Mindsets

Kaplan & Kaiser (2013) Fear Your Strengths (Berret-Koehler)Kaiser & Kaplan (2006) The deeper work of exec development. Academy of Management Learning & Education

HeroicForce of personalityNeed for controlFear of weakness

ServantPower to the peopleNeed for relationshipsFear of rejection

VisionaryCreative possibilitiesNeed to make a markFear of missing out

ExpertTechnical know-howNeed for masteryFear of making a mistake

Mindsets




“Too much”?What compels you—what’s driving you overboard?What’s the worst that could happen if you did it less?

“Too little”?What inhibits you—what’s holding you back?What’s the worst that could happen if you did it more?

Coaching technique II




FOLLOW THROUGH

“The problem with insight is that itmerely transforms a clueless neuroticinto an enlightened neurotic.”




Feedback

Self-awareness

Will to change

Effort

Reputation change

Explicit planStructured regimenMake it a team sport

Explicit plan• SMART goals, contingency plans• Personal importance (will to change)





Support with a structured regimen• Process metrics• Outcome metrics




Structured regimenprocess metrics

Maintain focus, get others involved• Short weekly self-report survey• Custom, self-authored items• Keeps development top of mind

regular reflection – “how am I doing?”• Shared with “learning community”

coach, mentor, manager, peer, etc.• Auto-analytics X Social media

makes development a team sport

© Kaiser Leadership Solutions. All rights reserved.




Leader writes items/scales• Personally meaningful

self-determination• Think through specific changes

deep processing• Maintain focus despite pressure

keep it simple

How many good, quality hours did I spendon long-term strategic issues?

How many important tasks did I delegatethis week?

How many times did I find myself doingsomething that someone else should do?

How often did I actively listen to mypeers?

How many times did I signal mywillingness to fight FOR my peers?

von Klaus

© Kaiser Leadership Solutions. All rights reserved. U.S. Patent No. 7,121,830

Structured regimenoutcome metrics

Put teeth into follow through• Targeted mini-360• Custom, self-authored items• About 6 months later• Gauge progress so far• Chart the way forward• Apply the social psychology of public commitments




von Klaus

Leader writes items• Personally meaningful

self-determination• Think through specific changes

deep processing• Put the monkey on your back

psychology of public commitments


Support with a structured regimen• Process metrics• Outcome metrics

Make development a team sport• Report out• Ask for on-going feedback




Make it a team sportreport out

von Klausfollow through




Feedback

Self-awareness

Will to change

Effort

Reputation change

von Klaus6 months after feedback




Original assessment

77%

~1 year later




SUMMARY

Personality + Behavior (360) assessment are critical and complementary tools inself-awareness-based leadership development

You need an overarching framework for understanding personality-leadershiprelationships as well as for guiding development

Versatility is vital to leading in a VUCA world—but it is hard because leadershave to adapt beyond their comfort zones

A lot of development is integrating opposing capabilities (outer & inner work) Changing your reputation (behavior) requires changing your identity (mindset) Insight and will are not enough: you need a follow-through structure to guide

and reinforce the effort Development works best as a team sport

Big take-aways




Is strategic self-awareness and versatility in termsof Forceful-Enabling and Strategic-Operational allit takes to lead in a VUCA world? Probably not But they are a big part of it And fewer than 1 in 10 leaders have this part down




ALTERNATIVE TOOLSfor applying framework

Personality assessment

INSIDEValues

DARKSIDE

BRIGHTSIDE




Assessing opposing leadership behaviors

CustomSolutions

360s basedon CVF

Organize localcompetenciesaround the CVF

Interviews based onDrucker’s 3 questions1. Stop doing?2. Start doing?3. Keep doing?

PresentersRob Kaiser ([email protected]) is an author, advisor,and authority on leadership. He began his career at the Centerfor Creative Leadership and later joined the boutique executivedevelopment firm, Kaplan DeVries Inc. In 2013 Rob formedKaiser Leadership Solutions to set a new standard in assessmentand development by offering a suite of innovative tools forimproving results through leadership built around his patentedinstrument, The Leadership Versatility Index.

is an international authority in psychological profiling, talentmanagement, and people analytics. He is the CEO of HoganAssessment Systems, Professor of Business Psychology atUniversity College London (UCL), and visiting Professor atColumbia University. He has previously taught at New YorkUniversity and the London School of Economics.

See more of Rob and Tomas’ work at:www.kaiserleadership.com

www.hoganassessments.comwww.drtomascp.com

Rob’s line of tools are based on his research and writing. He has published manyarticles in both the scientific literature and the international business press, as wellas five books — including The Versatile Leader (2006), The Perils of Accentuating thePositive (2009), and Fear Your Strengths (2013). He is the current editor ofConsulting Psychology Journal.

Rob’s thought leadership is practical and useful because it is based on sound scienceyet grounded in extensive experience as an executive coach, as an evaluator ofcandidates for executive jobs, and as a strategic talent management advisor to CEOsand HR leaders. Rob is serious about his work, but doesn’t take himself tooseriously. He is known for his plainspoken way of telling it like it is and is regularlyinvited to present to professional audiences around the world.

Dr Tomas has published 8 books and over 120 scientific papers (h index 41), makinghim one of the most prolific social scientists of his generation. His work has receivedawards by the American Psychological Association and the International Society for theStudy of Individual Differences.

Dr Tomas is also the director of UCL's Industrial-Organisational and BusinessPsychology programme, and an Associate to Harvard's Entrepreneurial Finance Lab.

Over the past 15 years, he has consulted to a range of clients in the financial services(JP Morgan, HSBC, Prudential), advertising (Havas, Fallon, BBH), media (Yahoo!, MTV,Endemol), consumer goods (Unilever, Reckitt Benckiser), fashion (LVMH, Net-a-Porter)and government (British Army, Royal Mail, National Health Service) sectors.

Dr Tomas' media career comprises over 70 TV appearances, including the BBC, CNN,and Sky, and regular features in Harvard Business Review, the Guardian, Fast Company,Forbes, and the Huffington Post. Dr Tomas is a keynote speaker for the Institute ofEconomic Affairs and the co-founder of metaprofiling.com, a digital start-up thatenables organisations to identify individuals with entrepreneurial talent. He lives inNew York.

Dr Tomas Chamorro-Premuzic ([email protected])

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Developing Versatile Leaders for Complex Timeskaiserleadership.com/wp-content/uploads/2016/04/Personality... · Developing Versatile Leaders for Complex Times: A ... Developing Versatile