Organizations and people are not gullible because they believe statements that appeal to them or really would like a way to make sense of a complex interactional workplace. The experiment shows that 84% of us have shared concerns, beliefs, needs, and areas where we feel weakness but do not think that others share these challenges.
Work is selling and we all need to focus on persuading others to assist us in completing our work. Managers, especially, need to work to uderstand other perspectives. Plus an understanding that looking for certain personality traits in employees is a waste of time.
The reliance on external assessments removes the accountability and authority for the judgment of a persons capability to complete and do their best work from where it ought to belong, the direct Manager. Subjugating this task creates unclear expectations and evaluative judgment of the work that people should be doing. This confusion creates strife and a false belief that psychology is what managers should evaluate.
Just because he is caring or exudes great charisma for the work does not mean that he has the competence to handle the position. Managers who are nice and caring BUT incompetent are dangerous to the organization.