Short answer
The Decision Style — Leader Edition examines how your decision-making style intersects with your leadership role. Based on Driver's four-style model, it uses 8 items to measure your decision style and cross-references it with leadership scenarios. The report shows how your decision style affects team speed, quality, and buy-in. It is a premium assessment for leaders.
↓ See typical profiles & try it yourself below
Figure 1. Illustrative profile: {{ activeProfile.label }}. Values are representative, not your personal scores. Your custom profile — drag the sliders below to explore how each dimension shapes the radar.
Typical profiles
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Try it yourself
Read it. Try it. Get your result.Reading about decision style — leader edition is useful, but seeing your own result is more concrete. Take the free assessment — it takes a few minutes, your answers stay private, and the result renders your personal profile.
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Your preliminary lean:
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Best for
Decision Style — Leader Edition is most useful when you want to:
- Understand your profile across 4 dimensions rather than being assigned a single type.
- Reflect on your tendencies — for self-awareness, not diagnosis.
- Compare your results with research findings in this area.
It is not designed to tell you who you "really are," to predict your future, or to replace professional advice.
What it measures
Directive is one of 4 dimensions measured by this assessment. Each dimension is a spectrum — you can be high, low, or anywhere in between.
Directive
Action-oriented, efficient, and decisive — relying on rules and past experience.
Analytical
Data-driven and thorough — valuing deep analysis before committing.
Conceptual
Idea-oriented and visionary — integrating diverse perspectives and long-term thinking.
Behavioral
People-oriented and consensus-driven — valuing harmony and stakeholder input.
Explore the dimensions
Drag any slider — the radar above updates in real time.
Click "Try it" to drag the dimension sliders and watch the radar chart reshape in real time.
How it works
- 8 items — drawn from Driver Four Styles.
- Scenario-based — rate each item on the scale provided.
- Approximately 3 min — no right or wrong answers; answer as you truly are.
- Scoring — responses are calculated to produce your personalized report.
- Results — a decision style × leadership cross-report with recommendations.
What it cannot tell you
This is a descriptive framework for self-reflection, not a clinical or diagnostic tool.
This assessment is a descriptive framework for self-reflection, not a clinical or diagnostic tool. It cannot:
- Diagnose cognitive impairments or executive function disorders.
- Predict leadership effectiveness or career success on its own.
- Determine which style is "best" — each has strengths and appropriate contexts.
- Replace professional decision-making consulting or executive coaching.
Evidence and sources
Decision-making style research draws on the Driver model developed at Wharton.
How you decide is often more important than what you decide.
- Driver, M. J. (1971). Decision-making and styles. Wharton School, University of Pennsylvania.
- Rowe, A. J., & Boulgarides, J. D. (1983). Decision styles — a perspective. Leadership & Organization Development Journal, 4(3).
- Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.
What you take away
A result from this assessment is not a verdict — it is a starting point for noticing patterns. Here is what a thoughtful reading of your profile can offer:
- Four-style proportions — your decision-making style distribution.
- Decision style × leadership cross-analysis — how your style affects team speed, quality, and buy-in.
- Leadership recommendations — when to flex your decision style for better outcomes.
Next step
If you want to go deeper, consider these next steps:
- Explore other assessments in the Career Direction zone.
- Reflect on how your profile interacts with your values, skills, and context.
- Use your results as a conversation prompt — not a label.
Insight is only useful when it changes your next step.