Decoding effective leadership competencies in a BANI era

In the fragile Brittle, Anxious, Nonlinear, and Incomprehensible context of a BANI world, the role of leadership has become more critical than ever. How can leaders navigate effectively in such an unpredictable environment? This question was at the heart of the webinar titled Versatile Leadership in a BANI World, held on July 24, 2025, which engaged nearly 400 leaders and HR professionals from leading organizations in Vietnam. 

The event was part of a webinar series aimed at supporting the business community in navigating volatility, co-organized by PACE Institute of Management, Hogan Assessments, Talent Assessments Vietnam, and the Society for Human Resource Management (SHRM). The session was led by Dr. Ryne Sherman, Chief Science Officer at Hogan Assessments. 

The Distinction Between Emergence and Effectiveness in Organizational Behavior Research 

Dr. Sherman opened his presentation by engaging participants with a brief survey on leadership roles. Results revealed that approximately 80% of attendees held leadership positions, with their primary challenges including developing a succession pipeline, coaching current leaders, and retaining high-potential talent. 

The BANI framework is not entirely new; challenges have always existed throughout human history. However, in today’s era, complexity and unpredictability have intensified. Dr. Sherman emphasized that organizational success heavily depends on decisions about people, and Hogan’s assessment tools enable precise, objective, and data-driven decision-making. 

He noted that many leaderships selection errors stem from misaligned criteria. Organizations often prioritize individuals who exhibit Emergence—those who stand out through confident communication and political acumen—over those who drive Effectiveness, enabling teams to perform optimally. 

To illustrate, Dr. Sherman referenced Fred Luthans’ seminal study, which tracked 457 managers over four years. The findings showed that only a small subset of individuals both advanced rapidly and built high-performing teams. Thus, those who excel at climbing the leadership ladder are not necessarily those who lead effectively. 

Dr. Sherman argued that distinguishing between Emergence and Effectiveness is the first step toward selecting the right leaders, particularly in contexts demanding strong team management and performance optimization. 

Personality as the Key to Understanding and Developing Leadership 

Four of the Big Five personality traits—low Neuroticism, high Extraversion, Openness, and Conscientiousness—predict the likelihood of emerging as a leader. A large-scale Hogan data analysis revealed that individuals with low Neuroticism and high Extraversion, Openness, and Conscientiousness are three times more likely to assume leadership roles compared to those with opposing traits (Multiple R = .53). 

In Vietnam, preliminary Hogan data indicates that leaders score significantly higher on Ambition and Inquisitive traits compared to non-leaders. Ambition and Inquisitive are key predictors of leadership emergence, with Ambition being a top predictor of selection for leadership roles in Vietnam. While cultural and organizational contexts vary across countries, data from over 100 countries surveyed by Hogan show that Ambition remains one of the most consistent predictors of Emergence and selection for leadership roles. 

Rather than focusing solely on idealized leadership styles, Hogan’s research emphasizes behaviors that lead to leadership failure, measured through the Hogan Development Survey (HDS) with its 11 derailment factors. From historical decision-making errors to Herzberg’s Two-Factor Theory, Dr. Sherman’s presentation highlighted that leadership failures often stem from personality issues, regardless of high IQ or impressive achievements. 

Versatile Leadership: A Model for the BANI Era 

Drawing from research on over 2,000 global leaders, Hogan demonstrates that personality not only predicts Emergence but also indicates how leaders may “go wrong.” According to Dr. Sherman, effective leaders are not defined by a fixed personality profile. Instead, they exhibit Versatility—the ability to adapt behaviors to specific contexts, balancing inspiration with detailed management, decisive action with supportive engagement. 

This Versatility is a developable competency, rooted in self-awareness. Hogan’s personality assessments help leaders identify their strengths and potential derailers, serving as a critical tool for systematic and scientific leadership development. The Hogan system provides a robust data foundation to measure three core elements: 

• HPI - Hogan Personality Inventory: Captures strengths and positive attributes in everyday workplace behavior at one’s best. 
• HDS - Hogan Development Survey: Identifies limitations and risks that emerge under stress or pressure. 
• MVPI - Motives, Values, Preferences Inventory: Assesses core values, motivations, and preferences influencing career choices. 

To illustrate, Dr. Sherman presented a case study of a global business unit general manager at a $10 billion industrial products company, known for humility, systems thinking, and formal training. However, the HDS revealed high scores in Cautious and Altruistic, leading to conflict avoidance, delayed decision-making, and reluctance to address underperforming staff. Through Hogan-based behavioral coaching, the manager adjusted their leadership style, restructured the team, and exceeded revenue targets by 12% within a year. 

With its comprehensive assessment system, global database, and philosophy of development through self-awareness, Hogan demonstrates that leadership Effectiveness stems not from external charisma but from maintaining appropriate behaviors in the most complex circumstances. 

From this case study, Dr. Sherman proposed three core principles: 

• Personality Stability: Past behavior predicts future behavior, necessitating scientifically valid assessment tools for leadership selection. 
• Development Through Self-Awareness: Identifying strengths, limitations, and ineffective behaviors to drive improvement. 
• Personalized Coaching Programs: Avoiding one-size-fits-all approaches, leadership development must be tailored to individual characteristics. 

Q&A: Insightful Questions and Practical Feedback 

The Q&A session with Dr. Sherman provided a dynamic and inspiring discussion: 

• How can leadership versatility be measured? 
  Dr. Sherman explained that 360-degree assessments are the most effective method, as they reflect how others perceive a leader’s behavior across diverse situations. 
• Which personality traits enable effective leadership under pressure? 
  While no single profile exists, leaders with strong self-regulation and a continuous learning approach maintain Effectiveness under pressure. 
• Should someone without inherent leadership traits start a business? 
  Dr. Sherman noted that entrepreneurs do not need traditional leadership traits. Success hinges on understanding personal strengths and building a team to address gaps. 

Conclusion 

Dr. Sherman concluded by encouraging participants to continue their journey of self-discovery and leadership development through Hogan’s Global Leadership Effectiveness Survey. 

The webinar provided profound insights and sparked extensive reflection on versatile, adaptable, and effective leadership in the BANI era, inspiring Vietnamese leaders and HR professionals to advance their leadership development journey.