The Role of Orderliness and Assertiveness in Transformational Success: A Psychometric Analysis
First published: 15.03.2025
Leading author: William Parvet
The psychology of success has long emphasized conscientiousness as a critical predictor of achievement. However, a deeper examination reveals an important distinction within this trait: while industriousness correlates strongly with goal persistence and sustained effort, orderliness — characterized by structure, routine, and rule adherence — can, paradoxically, inhibit transformational success if not balanced with assertiveness. This distinction within conscientiousness has been empirically supported, identifying facets such as orderliness and industriousness as separate components.
Orderliness and Assertiveness as Filters of Viable Actions
This article introduces a novel model for understanding decision-making in high-stakes environments, arguing that orderliness without assertiveness leads to a constrained range of action choices, thereby limiting the potential for transformational change.
While an individual theoretically has access to an unlimited range of possible actions in any given situation, the first principle of limitation arises from orderliness, which defines the range of viable but “empty” choices — structured possibilities that conform to existing rules and frameworks. However, for any of these empty choices to become "loaded" with real transformational potential, they must pass through the filter of assertiveness—the trait that determines which of these structured possibilities are actively pursued and executed. The critical role of assertiveness in effective leadership has been highlighted in studies demonstrating that both low and high extremes of assertiveness can be perceived as weaknesses, suggesting a balanced approach is essential for leadership effectiveness.
Shifting "Empty" Actions to "Loaded" Actions
By integrating psychometric research and decision theory, we propose that high assertiveness allows individuals to shift from merely considering "empty" potential actions to actively selecting and implementing "loaded" transformative actions. In simple terms, individuals may contemplate a range of actions constrained by their orderliness. These actions remain theoretical unless the individual's assertiveness surpasses the threshold required to perceive and execute them as viable.
This concept is nuanced, as individuals with high openness may rationalize inaction if their assertiveness is insufficient to implement certain actions. Research indicates that individuals high in openness are more likely to engage in rational and intuitive decision-making, yet may avoid action without adequate assertiveness. Furthermore, the formation of implementation intentions — specific plans that outline when, where, and how to act — can bridge the gap between intention and behavior. These plans automate goal-directed behaviors, making action initiation more efficient and less reliant on conscious effort. This strategy may be particularly beneficial for individuals with high orderliness, as it provides structured opportunities to translate "empty" potential actions into "loaded" transformative actions.
Conceptual Framework
To formalize this argument, we introduce a structured model for decision-making:
Transformation Model: A --x--> B
A: Represents the current state of affairs (status quo).
B: Represents a new, improved state resulting from a decision or action.
X: Represents the range of possible actions available to facilitate the transformation from A to B.
Categorization of X: The Role of Personality Traits
The set of possible actions, X, is influenced by personality traits, particularly openness to experience, intelligence(general mental ability, GMA), orderliness, and assertiveness.
Openness to Experience & Intelligence (GMA): These traits determine the number of hypothetical actions initially generated (X₀ → X∞). High openness allows for a broader range of solutions to be conceptualized. Research indicates that openness is associated with creativity and a willingness to explore novel ideas, thereby expanding the set of potential actions.
Orderliness: This trait filters the generated options by assessing their feasibility within existing rules, norms, and frameworks. High orderliness significantly reduces the size of the actionable set, X, by imposing feasibility constraints. While orderliness ensures structure and predictability, excessive adherence to routine can impede adaptability and openness to new opportunities, potentially limiting transformational success.
Assertiveness: This trait determines which filtered actions are actively chosen and implemented. High assertiveness expands the scope of choices within X, generating a final selection that is "loaded," meaning it is viable and actionable. Assertiveness is crucial in leadership, enabling individuals to express their ideas confidently and make decisive actions, thereby facilitating transformational change.
From this, we distinguish two types of potential actions:
Empty Actions (X_empty): Conceptualized but never considered viable for implementation due to high orderliness and low assertiveness.
Loaded Actions (X_loaded): Actions not only conceptualized but actively considered and implemented due to sufficient assertiveness.
Mathematically, we represent this distinction as:
High Orderliness + Low Assertiveness: X = [X₀, Xₐ] (limited choices, highly filtered by feasibility constraints)
Low Orderliness + High Assertiveness: X = [X₀, Xₐ₂] (wider choice set, greater likelihood of disruptive innovation)
This demonstrates that while openness and intelligence expand potential solutions, only a combination of low orderliness and high assertiveness allows for quantum transformations — decisions that significantly shift an individual’s or organization’s trajectory.
Empirical and Theoretical Support
Conscientiousness and Success: A Nuanced Perspective
Research indicates that conscientiousness is a multifaceted trait encompassing aspects such as industriousness and orderliness. While conscientiousness generally correlates with life success, studies suggest that industriousness — characterized by diligence and hard work — is the primary driver. In contrast, orderliness, associated with organization and adherence to rules, often correlates with risk aversion and a preference for stability over bold action. This distinction is highlighted in research exploring the lower-order structure of conscientiousness, which identifies facets like order, industriousness, responsibility, impulse control, and conventionality.
Assertiveness and Leadership Execution
Assertiveness significantly predicts transformational leadership behaviors. Leaders high in assertiveness are more likely to initiate and drive disruptive, high-impact changes. This trait enables individuals to express their ideas confidently and make decisive actions, facilitating transformational change.
Assertiveness: Overcoming Internal Resistance
A key insight is that assertiveness is essential for individuals to "go against oneself." This means that during internal deliberations, sufficient assertiveness is required to override classic resistance, rationalization, and the constraints of orderliness. Assertive individuals are more capable of confronting internal resistance and pushing themselves to consider and undertake bolder actions.
However, this does not imply that people high in assertiveness find it easy to overcome internal resistance. In fact, due to heightened self-awareness and stronger internal conflicts, assertive individuals may experience even greater internal resistance. The key difference, however, lies in the potential for struggle—unlike those with high neuroticism or extreme agreeableness, who may be more prone to instant surrender or passive withdrawal, assertive individuals have the psychological capacity to engage in an internal fight rather than immediately conceding to discomfort or indecision.
Thus, we should introduce the concept of "internal assertiveness"—the cognitive and emotional capacity to engage in self-confrontation and override passive tendencies. This form of assertiveness is what ultimately enables individuals to make bold decisions, leading to more consequential actions that drive transformational success.
Implications for Personal and Corporate Decision-Making
Entrepreneurship and Innovation
Entrepreneurs who achieve breakthrough success often exhibit high assertiveness and relatively low orderliness, enabling them to pursue unconventional strategies. Their ability to act on "loaded" actions rather than merely conceptualizing them underpins their success. For instance, traits such as decisiveness and a willingness to experiment are crucial for entrepreneurial success. These characteristics allow entrepreneurs to make bold decisions and adapt to changing circumstances, facilitating innovation.
Corporate Leadership and Strategy
In corporate settings, individuals who are highly conscientious yet low in assertiveness often excel in maintaining efficiency but may struggle with transformational decision-making. Companies aiming for radical innovation must balance structured processes (orderliness) with a culture that rewards assertive decision-making. Assertive communication is crucial for leaders aiming to inspire and guide their teams effectively, fostering an environment conducive to innovation.
Individual Career Success
For individuals, understanding their positioning within this model can help refine career strategies. High intelligence and openness without assertiveness may lead to intellectual stagnation, while cultivating assertiveness enables the transition from theoretical problem-solving to actionable success. Developing assertiveness is essential for effective leadership, enabling individuals to express ideas confidently and make decisive actions.
The Role of SIVHs in Decision-Making Frameworks
Within the conceptualization of Self Fusions models, a pertinent question arises: How do Structured Internal Value Hierarchies (SIVHs) integrate into this framework? The answer lies in understanding that SIVHs determine the prioritization of decision-making categories rather than expanding the range of possible actions.
Influence of SIVHs on Decision-Making Categories
An individual's SIVH establishes the order of importance among various life domains, guiding the allocation of time and resources. For example, if a person's value hierarchy places "family" at the apex, they will prioritize scheduling non-negotiable family activities into their calendar for the upcoming week. This hierarchical structuring aligns actions with personal values, ensuring decisions resonate with one's authentic self.
Case Illustrations
Family-Centric SIVH: An individual with "family" as their top value may first plan activities involving their children. Subsequently, they apply the framework of orderliness and assertiveness to make decisions within this context, such as evaluating and selecting optimal physical training programs for their children.
Freedom-Centric SIVH: Conversely, someone whose SIVH prioritizes "freedom" might allocate time for spontaneous social interactions, embracing flexibility in scheduling. They would then utilize the orderliness and assertiveness framework to choose actions that maximize variety and adventure, such as planning impromptu travel to diverse destinations.
In both scenarios, the individual's core values dictate the primary focus areas, while their levels of orderliness and assertiveness influence the execution of decisions within those domains.
Conclusion and Future Research
This paper introduces a psychometric model highlighting the interplay between orderliness, assertiveness, openness, and intelligence in decision-making. While intelligence and openness expand conceptual options, high orderlinessrestricts execution by narrowing the range of perceived feasible actions. Conversely, high assertiveness determines the probability of implementation by enabling individuals to overcome internal resistance and act on viable choices.
Additionally, Singular Internal Value Hierarchies (SIVHs) play a fundamental role in directing decision-making by prioritizing the category of action rather than expanding the range of options. This suggests that while orderliness and assertiveness influence how decisions are made, an individual's SIVH determines what domains of life receive primary focus. The interaction between SIVHs and assertiveness may further explain why some individuals with similar psychometric profiles apply their decision-making abilities in vastly different ways—one prioritizing family-centered optimizations, another prioritizing personal freedom and exploration.
Further Empirical Research
Future studies should empirically examine:
The statistical correlation between orderliness, assertiveness, and decision-making effectiveness in high-stakes environments.
The impact of assertiveness training on individuals with high orderliness, particularly in overcoming risk aversion and rigid structuring in decision-making.
Longitudinal studies comparing the success trajectories of individuals with different orderliness-assertiveness profiles, identifying whether specific combinations lead to greater adaptability and transformational success.
The role of SIVHs in structuring decision priorities, investigating whether certain value hierarchies amplify or mitigate the restrictive effects of orderliness on action-taking.
Ultimately, this model suggests a paradigm shift in how we understand conscientiousness and its role in transformational success, challenging traditional assumptions that equate high orderliness with superior outcomes. Instead, orderliness alone may lead to structural rigidity, whereas assertiveness serves as the key variable that determines whether ideas are transformed into meaningful action. Integrating SIVHs into psychometric analysisadds an additional layer of complexity, demonstrating that while cognitive and personality traits shape execution strategies, value hierarchies dictate the overarching purpose behind decision-making.
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