2 Research-Backed Traits That Propel Leaders to the Top

2 Research-Backed Traits That Propel Leaders to the Top: The DNA of an Executive
We know from organizational culture assessment results that the global shortage of executive talent is threatening business success. According to recent research by our leadership simulation assessment experts, which analyzed data from over 13,000 leaders worldwide, only 0.2% of employees demonstrate the potential to step into senior leadership roles. The bottleneck isn’t simply a lack of strategic leadership skills; it’s a systemic misalignment between the qualities that get leaders promoted early in their careers and those required to excel at the top.

The Leadership Pipeline Problem
The study revealed that 38% of non-managers show potential for frontline management, and 14% could succeed in mid-level leadership. But the leap to executive ranks requires a completely different set of qualities that are rarely prioritized in promotions. Early career advancements tend to reward ambition and organization, traits that drive operational excellence.

Yet at the senior level, we know from action learning leadership development programs that these leadership traits alone aren’t enough. Executives must think strategically, operate under intense pressure, and adapt to unpredictable market conditions.

This mismatch explains why talent management strategies and leadership development investments often fail to produce ready-now executives. Organizations frequently choose visible high performers, assuming operational success will naturally translate to strategic impact. The result? A narrow, fragile leadership succession pipeline.

The Traits That Propel Leaders to the Top
While about 30–40% of leadership potential is genetically influenced (Arvey et al., 2006), the majority of the skills that define top leaders can be cultivated. The research found that curiosity and emotional resilience are the defining differentiators for executives:

• Curiosity fuels big-picture thinking, innovative problem-solving, and openness to new perspectives.
• Emotional resilience enables leaders to stay calm under intense scrutiny, bounce back from setbacks, and maintain team morale during crises.

When these traits are identified and nurtured early, they not only prepare leaders for the C-suite but also make them stronger performers at every leadership level.

The Two Big Derailers
The high performance research also identified two common derailers that prevent high-potential mid-level leaders from reaching the top:

1. Tactical Tunnel Vision
   Leaders who excel at operational problem-solving may struggle to shift to strategic thinking. Their reliance on proven methods can limit innovation, and perfectionist tendencies can stifle team agility.
2. Impatient Overdrive
   Ambition without patience can lead to burnout, poor decision-making, and strained relationships. A dominant presence may intimidate teams, erode trust, and weaken collaboration.

Both derailers are fixable with targeted leadership development — programs that focus on strategic thinking, change adaptability, emotional intelligence, and decision-making under uncertainty.

Rethinking Leadership Identification
The most significant insight from leadership competency research is the need to identify executive potential earlier. The study found that 26% of non-managers already exhibit traits aligned with executive success. These individuals often outperform peers in frontline and mid-level roles yet may be overlooked because they lack the overt presence or political visibility that drives many promotions.

Using validated psychometric assessments, organizations can evaluate leaders for level-specific potential rather than just immediate performance. This enables smarter succession planning, more strategic promotions, and a healthier, more sustainable leadership pipeline.

The Bottom Line
If your organization’s leadership strategy still assumes that operational excellence guarantees executive readiness, you’re already behind. The evidence is clear: ambition and organization will get leaders to the middle, but only curiosity and resilience will take them to the top. Identify and develop these traits early before career paths harden to dramatically expand the pool of future executives. In a market where less than 1% of leaders are truly ready for senior roles, this shift isn’t just smart talent management; it’s a business performance imperative.

To learn more about traits that propel leaders to the top, download How to Fast Track Your Leaders with Just-in-Time Action Learning