Over the course of the study, each of the 30 leadership models was analyzed and the top ten “most predictive” behaviors were recorded and compared. The objective was to use the top ten behaviors across the 30 models as the method to capture the most predictive behaviors.

The next step was to identify the three most common behaviors (out of the top ten) across the 30 leadership models. The focus was limited to the top three most common behaviors to provide a more concise view of successful leadership. By identifying the three most frequently occurring behaviors, insights would be gained into the three most important behaviors that predict leadership success across a wide variety of leadership roles in a wide variety of industries. The data showed some surprising results:

• Interestingly, all 38 behavioral dimensions were represented somewhere within the lists of top ten behaviors across the 30 leadership models.
• Least Important Behaviors-There were two behaviors that were consistently the lowest in importance. Reflective (deep thinking and/or the ability to anticipate long-term outcomes) and Team Orientation (desire to work with groups) had the lowest frequency, occurring in just 10.00% of the models.
• Most Important Behavior-Across all 30 of the leadership models, Energy appeared in the top ten more than any other behavior (14 out of 30, or 46.67%) among all the leadership models. The mere presence of Energy in the behavioral model did not indicate the degree most suitable for the position, only that it played an important role in the overall behavioral equation for successful leadership.
• Second-Most Important Behavior-The dimension of Competitive Fierceness appeared in 13 out of 30, or 43.33%, of the top ten lists of the leadership models studied. Some successful leaders may be more competitive while others prefer a supportive environment. As with Energy, Competitive Fierceness was found to be a primary part of many behavioral models in varying degrees.
• Third-Most Important Behavior-Acceptance of Authority appeared in 12 out of 30, or 40.00%, of the top ten lists of the leadership models studied. Whether these 12 behavioral models required a high, medium, or low degree of this dimension required further study (see the following section).

There were 38 behavioral characteristics studied across the 30 leadership models. The objective was to find the most predictive or most frequently occurring behaviors that drive successful leadership. The research data revealed that Energy, Competitive Fierceness, and Acceptance of Authority appeared in the top ten lists most frequently. The most predictive or most frequently occurring behaviors provide the avenue to further explore the degree or amount of each behavior needed to predict leadership success for each of these three behaviors.