Case Study
Transforming leadership with MBTI® and CPI™ 434: A case of evidence-based development
Challenge
A quarter of managers failed to meet leadership expectations despite initial improvements.
St. Luke’s University Health Network—a growing healthcare organization with more than 14,000 employees—had long prioritized “workforce vitality,” a culture where staff feel valued and connected to the company’s mission. After conducting its first formal employee opinion survey, the organization identified that although overall scores had improved in a year, 25% of managers continued to underperform based on staff feedback.
This underperformance, concentrated in areas like communication, accountability, and leadership presence, risked undermining both staff morale and operational efficiency. Without a formal support mechanism in place, senior leadership needed a targeted intervention to elevate these managers' capabilities and align their behaviors with company expectations.
Solution
Evidence-based coaching program with multiple assessments.
To support underperforming managers, the HR and OD team—led by Robert Weigand and Tanya Markovich—developed a customized leadership development program. Anchored in core competencies like self-awareness, accountability, interpersonal skills, and strategic vision, the program used a suite of psychometric tools, including the CPI™ 434, MBTI®, Emotional Intelligence Appraisal®, and Watson-Glaser™ assessments.
These assessments provided a validated lens into managers' personal styles, stress reactions, and behavioral blind spots. Paired with coaching and individualized development plans, participants engaged in ongoing self-assessment, feedback reviews, and leadership training over an 18-month period.
Crucially, the initiative wasn't just diagnostic—it was designed to guide measurable change in alignment with survey feedback and business needs.
Key Programme Elements:
- Multiple assessments: CPI™ 434, MBTI®, Emotional Intelligence Appraisal®, and Watson-Glaser™
- Focus on core competencies including self-awareness, accountability, and interpersonal skills
- Coaching and individualized development plans for underperforming managers
- 18-month program with ongoing self-assessment, feedback reviews, and leadership training
- Measurable change tracking aligned with survey feedback and business needs
Results
83% of managers improved within 6 months—earning state-wide recognition.
Within six months, 83% of participating managers were trending positively toward their goals. Improvements were seen across communication, accountability, team engagement, stress management, and visibility—especially among those with preferences for Introversion or low CPI scores in social presence or responsibility.
Managers adopted new behaviors such as holding staff meetings, being more visible on shifts, or sharing schedules openly. In one case, a manager known for email-only communication learned to engage in-person, improving trust and clarity.
By 18 months, these gains held steady, validating the program’s long-term effectiveness. The Hospital & Healthsystem Association of Pennsylvania recognized the initiative with a HAP Award in the “Workforce” category for best practices in leadership development.
Download the full case study