Finding a fulfilling career is no small matter. The average adult will work for about 90,000 hours, or one-third of their life. Most of us would prefer to spend that time doing our ideal job. We say we have the greatest job satisfaction when our work feels purposeful and significant. But what is a dream job, anyway?

A dream job isn’t one-size-fits-all. Job satisfaction is as unique as the personality of every individual—and it’s rooted in values. Leaders’ values determine organizational values. Workers whose values align with those of the organization feel the greatest job satisfaction, engagement, and belonging. They are more likely to be productive organizational citizens. Meanwhile, those whose values differ will probably feel unfulfilled and may seek work elsewhere.

Before we explore the organizational implications of meaningful work, let’s look at why we can seem so driven to pursue a dream job.

“I hope nobody finds out I’m really a fraud.” That’s an extremely common worry for high performers. Imposter syndrome haunts many of us despite (and sometimes because of) our successes. The three types of imposter syndrome all relate to anxiety. But the goal shouldn’t necessarily be to overcome it. Instead, we can benefit from it by allowing it to motivate us.

Recently on The Science of Personality, Michael Sanger, director of assessment solutions for Leadership Development Worldwide, spoke about the topic. Currently based in Atlanta, Michael has lived in New York, Amsterdam, and Shanghai. “I’ve always known how it feels to be secretly insecure,” he said, referring to his global experience.

Imposter syndrome doesn’t have to be bad, though. In this article, we’ll cover what it is, three types of imposter syndrome, the possible benefits, and how to use imposter syndrome to improve performance.

Knowing how to develop high-potential employees starts with identifying them. A high potential is usually considered to be someone with the personality characteristics, experience, and readiness to step into senior leadership. So, how can organizations build an effective high-potential development program?

Derailers, in Hogan terms, are everyday personality strengths that can become overused—particularly during times of increased stress, pressure, or complacency. When we stop monitoring our strengths, our behaviors can become detrimental. Someone who tends to be supportive and loyal to authority, for example, could begin to seem excessively deferential and ingratiating. Derailment in the individual sense could hold a person back from performing well or achieving occupational goals. But what happens when the whole team derails?

Values affect our personal and professional lives in ways we aren’t often aware. They influence our work performance and organizational effectiveness. The importance of values can’t be overstated — values explain quite a lot about the nature of human nature.

Recently on The Science of Personality, Robert Hogan, PhD, founder and president of Hogan Assessments, spoke about the importance of values. “Values have shaped human history,” he said.

In this article, we cover what values are, how organizations establish values, and the relationship between values and organizational effectiveness. Let’s explore the impact of values.

Credințele, valorile se transmit din familie și devin adânc înrădăcinate în noi, transformându-se în lentilele prin care privim lumea, ce este „bine”, „dezirabil” sau „indezirabil”, ce apreciem și ce respingem, ce recompensăm și ce sancționăm.

Cultura organizațională a unei companii este dată de cultura celor de la vârful organizației. Așa cum demonstrează cercetările lui Rob Kaizer și Robert Hogan, personalitatea liderilor creează climatul cultural și influențează performanța organizațională. Un lider disfuncțional cu o nevoie puternică de putere ar putea deraia organizația sau ar putea folosi resursele în scop personal.

Humans just don’t excel at surviving in the wild alone. We have no claws, horns, fangs, shells, or spikes. What we do have is each other—and a far higher chance of survival when we practice cooperation in groups. Our instincts for cooperation at work and elsewhere stems from our group-living ancestors who passed down their cooperative genes. To be a successful group member, we need to get along with our fellow group members, at least to some degree. This viewpoint from evolutionary theory helps explain the importance of getting along at work.

Nearly all meaningful work is accomplished in teams, which are three or more people who share a common goal. Cooperation is a choice to contribute individual effort toward mutual benefit. It involves committing time, skills, and expertise toward group goals. An example would be a software development team that builds an app for a demographic sector they don’t belong to, such as healthcare providers. The app doesn’t intrinsically benefit the developers. Instead, their earnings depend on the product they create via team cooperation.

This article will cover why we cooperate, as well as the benefits of cooperation at work, including status, acceptance, engagement, and performance.

Effective leaders exhibit four metacompetencies of leadership:

(1) being emotionally intelligent

(2) being achievement focused

(3) being strategic

(4) being inspiring

In this article, we explore the research behind these metacompetencies and how they influence leadership effectiveness.

The Characteristics of a Competitive Personality

Ambition is a personality characteristic measured with the Hogan Personality Inventory (HPI). The HPI assesses the bright side of personality, or the everyday strengths that influence how we present ourselves at our best. Ambition refers to our energy and drive. It measures the degree to which someone seems socially self-confident, leaderlike, competitive, and energetic.

Similar to competition itself, the HPI Ambition scale is intrinsically neither good nor bad. Someone with a low score on the Ambition scale might prefer to belong on a team or lead from behind—effective in many circumstances. Someone with a high score on the Ambition scale might become overfocused on their own advancement or achieving results—ineffective in many circumstances.

Many people, even psychologists, prefer to minimize the fact of ambition. In cultures that value humility or group consensus, admitting you want to get ahead of others might seem tactless, arrogant, or embarrassing. At Hogan, we recognize that getting ahead is an integral part of human nature and can even help predict workplace performance. In roles where getting ahead is a key skill, someone with a competitive personality will tend to do a better job.³

Workplace competition is universal. The workplaces themselves aren’t the cause of why we compete at work, though. People are the common factor in all work environments everywhere. Something fundamental exists in human nature that motivates us to compete.

Competition in the workplace can produce outcomes that are positive, negative, or a complex mixture. The desire to get ahead of others can carry us to unparalleled heights of innovation, productivity, and success. Yet it can destroy the reputations of individuals, teams, and organizations. And it can do both simultaneously.

Robert Hogan, PhD, founder and president of Hogan Assessments, says that people have always competed for power, defined as status and the control of resources. Today, much of that competition takes place not in nomadic groups seeking subsistence but in the professional context of businesses and organizations. “The fundamental dynamic of organizational life is the individual search for power,” Dr. Hogan said. Understanding why we compete at work can help us direct our innate drive to succeed.

Read on to discover why we compete, the types of workplace competition, and what makes a competitive personality.