11/08/2025
Imaginative leaders bring something rare to organisations: the ability to see around corners. They are creative thinkers, disruptors of convention, and often the source of original ideas that others wouldn’t dream of. But when their imagination goes unchecked—when ideas outpace feasibility or relationships—they risk veering into territory where clarity, direction, and impact suffer.
According to the Hogan Development Survey (HDS), the Imaginative derailer reflects individuals who are original, abstract, and unconventional—but can also be perceived as eccentric, scattered, or difficult to follow.
What is the Imaginative Derailer?
Individuals high on the Imaginative scale are typically:
Creative, visionary, and idea-rich
Drawn to abstract or complex concepts
Unconventional in their thinking
Energised by exploring “what ifs” and future possibilities
At their best, they inject fresh thinking and bold alternatives into discussions. They challenge groupthink, reimagine tired strategies, and innovate where others stay stuck.
However, this derailer can also manifest as:
Constantly changing direction or priorities
Struggling to land ideas in a practical, actionable way
Ignoring detail, process, or stakeholder needs
Operating in their own headspace, disconnected from team reality
This isn’t a lack of intelligence—it’s a misfiring of strength. Their imagination is powerful. But without focus, it becomes overwhelming for others and limiting for themselves.
Imaginative and Leadership
Imaginative individuals often rise quickly, especially in cultures that reward creativity, future thinking, or entrepreneurial flair. They may be founders, strategists, product innovators, or designers.
But when leading others, the risks emerge. Teams may experience:
Unclear direction or goalposts that keep moving
Enthusiasm that turns into distraction
Ideas that are exciting but hard to implement
A sense of being left behind or unheard
Hogan research links high Imaginative scores with perceived volatility, inconsistency, and detachment. As one client described it, “Every conversation feels like a brainstorm—we never get to decisions.”
When Original Becomes Obscure
The danger with the Imaginative derailer is subtle. These individuals can appear exciting at first, but over time their style may be interpreted as:
Out of touch
Hard to follow
Too inward-looking or emotionally erratic
More concerned with the idea than the outcome
This impacts credibility. Their insights may be dismissed not because they’re wrong—but because they’re not packaged in a way people can use.
How to Manage the Imaginative Derailer
The goal isn’t to stop the thinking—it’s to help imaginative leaders organise, clarify, and land their ideas.
1. Clarify Your Thinking for Others
Abstract thinkers often assume others are “keeping up.” But imagination needs translation.
Encourage:
Clear summaries
Action steps linked to ideas
Structured formats for presenting concepts
2. Involve Others Early
Imaginative leaders can get caught up in their internal world.
Development questions might include:
“Who have you tested this with?”
“Where might this idea land with resistance?”
“What are the second-and third-order effects?”
3. Ground Innovation with Timelines and Outcomes
Big ideas are inspiring—but delivery builds trust.
Coach them to:
Define success criteria
Use tools like OKRs or agile sprints
Celebrate what gets completed, not just what’s conceived
4. Pair with Complements
Great imaginative leaders often flourish when paired with grounded, pragmatic colleagues.
Encourage them to:
Co-lead with an operational partner
Seek out diverse views early
Embrace friction as a source of refinement
5. Strengthen Emotional Self-Regulation
Imaginative derailers can show mood swings or become frustrated when misunderstood.
Coaching can support:
Managing disappointment when ideas aren’t embraced immediately
Building resilience to feedback
Pausing to reflect rather than react
From Eccentric to Exceptional
Imaginative leaders can become transformational forces when they balance originality with clarity. When they learn to communicate effectively, consider feasibility, and involve others early, their ideas gain traction—and so does their leadership.
The journey isn’t about suppressing ideas. It’s about anchoring them in reality—and learning when to dream, when to deliver, and how to bring people along.