19/06/2025
In the world of work, where collaboration, cooperation, and “can-do” attitudes are celebrated, few behaviours appear more agreeable than helpfulness. Leaders who are warm, agreeable, and apparently committed to group harmony are often trusted and liked.
But sometimes, that warmth can mask something else. When apparent cooperation conceals resistance or passive defiance, we may be seeing the Leisurely derailer in action. In my experience as a coach, the Leisurely derailer is one of the most difficult to recognise—both in oneself and in others.
According to the Hogan Development Survey (HDS), the Leisurely derailer describes individuals who appear pleasant and agreeable on the surface, but privately resist direction, feedback, or expectations. These leaders may outwardly commit to action, but fail to follow through — or may quietly undermine decisions they disagree with. The result is often confusion, frustration, and erosion of trust within teams and organisations.
What Is the Leisurely Derailer?
The term “Leisurely” is slightly misleading — it doesn’t refer to being relaxed or laid-back. In the Hogan model, Leisurely describes someone who is independent, stubborn, and resistant to control, but hides that resistance behind a polite or charming façade.
At their best, Leisurely leaders are:
Calm, friendly, and tactful
Protective of their autonomy
Resilient under pressure
But when stressed, unmotivated, or disengaged, they may become:
Passive-aggressive
Disengaged without explanation
Resistant to feedback or coaching
Quietly obstructive or non-compliant
Leisurely individuals may say yes and then do no, creating misalignment between intention and impact. Because their resistance is indirect, it’s harder to name or challenge — and often gets misinterpreted as forgetfulness or overload.
Why It Matters in the Workplace
Leisurely derailers pose a unique challenge in teams and leadership cultures. Their surface-level warmth and “niceness” can be misleading, especially for managers or peers who rely on them for follow-through and candour.
If unaddressed, the Leisurely derailer can lead to:
Breakdown in accountability: Actions don’t match words
Team friction: Colleagues become frustrated or confused
Avoidance of difficult topics: Feedback is side-stepped or resented
Reduced speed and agility: Progress stalls without clear resistance
What’s most insidious is that others may sense something is off but struggle to articulate it, making it hard to address. This dynamic often shows up in organisations with strong “niceness cultures”, where directness is avoided, and politeness is mistaken for trustworthiness.
How to Manage the Leisurely Derailer
Managing the Leisurely derailer requires a balance of honest self-reflection, ownership, and clear communication. Below are steps to help leaders high in Leisurely transform this pattern into greater alignment, clarity, and accountability.
1. Explore the Need for Autonomy
At the heart of the Leisurely derailer is a strong desire for control and independence. This is not inherently negative — many leaders thrive when given space.
Reflect on:
When do I feel most resistant to direction?
Do I commit to things I don’t fully support, just to avoid conflict?
Do I find indirect ways to regain control?
Building healthy autonomy involves learning to assert boundaries directly, rather than covertly resisting expectations.
2. Match Words and Actions
People may trust your tone, but trust is really built through behaviour. If you say yes to a task or decision, follow through — or renegotiate honestly.
If you notice yourself saying “yes” while inwardly thinking “no”, ask:
What would it take for me to say what I really think?
How can I express disagreement respectfully and clearly?
Even simple scripts like “I’m not fully on board with that approach” or “I’d like to think it through” create more transparency and allow room for discussion.
3. Practise Giving and Receiving Feedback
Leisurely leaders often dislike being told what to do, and may interpret feedback as criticism or control.
Reframe feedback as:
A path to clarity, not control
A way to build trust by surfacing assumptions
An invitation to express your views more clearly
Invite feedback regularly, and offer your own in a way that is honest but constructive. Candour is more energising than quiet resentment.
4. Address Conflict Directly
If you tend to avoid direct confrontation, remember: conflict doesn’t always mean combat. Healthy disagreement is how ideas get better and teams evolve.
Instead of withdrawing or undermining decisions later, try saying:
“I see it differently – can we unpack this?”
“I’m willing to go along, but I have concerns I’d like to raise.”
These are signals of engagement, not defiance — and will help others understand your stance.