Leadership Is Not a Role — It's Second Nature.
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Personality manifests differently in leadership contexts compared to general settings. Our assessment is based on groundbreaking research that measures your personality as a leader — not as a 'person in general.'
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Watch a presentation of the key findings from Dr. Keshet's PhD dissertation.
The 5 Core Dimensions of a Leader
These five factors emerged organically from leaders and followers' generated language — not from theoretical assumptions.
Energy
Energy
Reflects vitality and enthusiasm levels. Positively correlated with leadership effectiveness and follower approval.
Organization
Organization
The strongest predictor of perceived expertise and effectiveness in organizational task execution.
Intellect
Intellect
Represents cognitive analytical ability and mental sharpness in complex decision-making situations.
Irritability
Irritability
Monitors emotional volatility. High levels are associated with decreased follower approval.
Psychopathy
Psychopathy
Examines the 'dark side' of leadership and the level of integrity and interpersonal trust.
The Science Behind the Test: How Did We Get Here?
We used the Lexical Approach — a method that starts from the natural language people use to describe leaders. We analyzed over 28,000 words from the Hebrew MILA lexicon and distilled them into 50 adjectives specifically relevant to leaders. The model was validated using 1,000+ participants across three sectors: business, military, and religious.
The Core Insight
If you want to know what personality dimensions matter in a leader, don't ask researchers — ask followers. The adjectives people naturally reach for when describing their leaders encode centuries of accumulated social knowledge about what leadership actually is.
Why Not the Big Five?
The Big Five personality framework (Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism) was derived from descriptions of people in general. But leaders are not 'people in general.' When followers describe their leaders, two factors emerge that the Big Five simply cannot capture:
Supportiveness — a warm, nurturing quality that followers cite as crucial but that Big Five measures as generic Agreeableness
Weakness — a factor describing ineffective, passive, or cowardly leaders, absent from all standard frameworks
Visual overview of the leadership personality taxonomy
Study Design
Study 2: Item Derivation
Hebrew-speaking followers generated free descriptions of leaders they had personally known. These descriptions were analyzed, reduced to a list of personality adjectives, and factor-analyzed to reveal the five-factor structure.
Study 4: Cross-Sector Validation
The factor structure was validated across three organizational contexts — Business, Military, and Religious — confirming both the universality of the five factors and meaningful sector-specific differences in factor scores.
Validated Across Three Sectors
Business, Military, and Religious leadership share common personality dimensions — but with meaningful differences in benchmarks.
Mean scores on 1–5 Likert scale · Source: Keshet (2025), PhD Dissertation, Study 4
The Follower Perspective: What Do They See That You Don't?
Our research reveals that followers are more sensitive to nuances. They distinguish between two unique dimensions absent from all existing leadership frameworks:
Supportiveness
Leaders high in this dimension are perceived as more effective and more liked. Followers identify a warm, nurturing quality that standard frameworks measure only as generic 'Agreeableness.'
Weakness
Followers identify indecisiveness and confusion as a unique, independent dimension separate from low energy. This dimension is completely absent from standard leadership frameworks.
28,000+
Words Analyzed
1,000+
Research Participants
3
Sectors (Business, Military, Religious)
Keshet, N. S. (2023). PhD Dissertation, Hebrew University of Jerusalem.
Keshet, N. S., Oreg, S., Berson, Y., Hoogeboom, M. A., & de Vries, R. E. (2026). Basic dimensions of leader personality: a lexical study in Hebrew. Journal of Research in Personality, 120, 1-13.
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