DISC was built for workplace application. Unlike many personality assessments that originated in clinical settings, DISC emerged from William Marston's 1928 study of how most well-adjusted people behave in everyday work environments.
It won't predict who'll be your best performer - research shows it has low validity for that. But it will help you understand why Sarah prefers email while David wants face-to-face meetings, why your weekly team huddles leave half the room energised and the other half exhausted, and why that conflict between Finance and Marketing keeps recurring.
That understanding creates space for strategic shifts.
This page curates workplace-relevant research on DISC. All links go directly to peer-reviewed studies or academic publishers.
We focus on what DISC does well: illuminating communication patterns, behavioural tendencies, and team dynamics. We use DISC as a tool for supporting these areas, not as a religion for the workplace.
DISC is a lens, not a label. A reflection tool, not a prediction engine. If the framework doesn't serve you, we'll shelve it. But most leaders find it gives them a practical way to step back and think strategically about team dynamics that were previously just... frustrating.
If you spot anything outdated or have questions about the research, get in touch: [email protected]
DISC's most robust workplace application is in developing leadership self-awareness - understanding your own behavioural tendencies and how they affect your team's dynamics.
Study: Adeyemi, D (2025). The DiSC Model and Top Management's Impact on Strategic Leadership and Innovation. Social Science Research Network (SSRN)
What they found: Quantitative study with 48 senior leaders across technology, healthcare, finance, and manufacturing sectors examining how DISC personality traits influence leadership effectiveness in strategic alignment and innovation. Results showed "Influence" and "Dominance" traits associated with higher innovation scores (I: 4.02, D: 3.88) and stronger performance on adaptability and risk-taking, particularly in technology and healthcare. Leaders with "Steadiness" and "Conscientiousness" traits (S: 3.79, C: 3.90) prioritised stability and operational consistency, aligning well with finance and manufacturing where precision and process control are critical. Comparative analysis found I-oriented leaders most likely to foster creative, open work environments, while D-oriented leaders excelled at setting clear, achievable goals.
Why this matters for strategic leadership: The study demonstrates that no single DISC profile predicts leadership success - instead, effectiveness depends on context and team composition. High-I and high-D leaders drive innovation and change in dynamic environments, while high-S and high-C leaders provide the stability and precision needed for sustainable execution. The key finding: organisations benefit most from integrating diverse DISC profiles rather than favouring one style. Each profile's strengths can compensate for others' limitations - for example, D-leaders' potential to overlook long-term implications is balanced by C-leaders' thorough risk management, while I-leaders' relationship-building counteracts D-leaders' tendency toward top-down decision-making.
The research found that leaders in finance and manufacturing (where regulatory compliance and process adherence are paramount) naturally gravitate toward S and C styles, while technology and healthcare leaders (where adaptability and innovation are competitive advantages) show higher D and I traits. This suggests DISC is most valuable not for hiring or performance prediction, but for understanding how to build balanced leadership teams where different styles complement each other strategically.
Study: Howard, J. M. (2022). Leadership Development and Self-Awareness: The Impact of the DiSC Personality Assessment on Self-Awareness in Ohio Division I Athletic Directors. [Doctoral dissertation, Adler University]
What they found: Interpretive phenomenological analysis with 5 NCAA Division I Athletic Directors in Ohio who completed DiSC assessments and participated in semi-structured interviews. Analysis revealed three major themes: (1) DiSC affirms what leaders already know about themselves - validating existing self-perceptions and providing language for patterns they'd observed, (2) DiSC creates space for objectivity - allowing leaders to step back from day-to-day pressures and reflect strategically on their behavioral patterns, and (3) self-awareness is embodied in intentional exposure and practice - the value comes from actively using the insights, not just receiving the assessment results.
Why this matters for leadership development: Athletic Directors face similar leadership challenges to other organisational leaders: complex decision-making under pressure, managing diverse teams with competing priorities, and navigating high-stakes environments. The study confirms DiSC's value specifically for developing self-awareness through reflection, not for predicting performance outcomes. The "creates space for objectivity" finding is particularly relevant - leaders need structured tools to pause and examine their own patterns rather than remaining caught in reactive cycles.
Study: Gordon, K. A., Auten, J. N., Gordon, D., & Rook, A. (2019). Linking Behavioral Styles of Leaders to Organisational Success: Using the DISC Model to Grow Behavioural Awareness. International Journal of Adult Vocational Education and Technology, 10(1), 40-59.
What they found: Meta-review of organisational initiatives using DISC assessments in leadership development, plus distribution study of 100 leadership development programme participants examining patterns across generation, gender, and country of origin. The study explored how leaders use DISC to understand communication preferences and adapt their approach when recruiting, setting work expectations, and providing training. Authors found that leaders with awareness of DISC distribution patterns across their teams could more accurately utilise communication modes and collaboration styles that appeal to different groups, increasing trust and engagement with organisational goals.
Why this matters for leadership development: The study emphasises "soft skills" - personal attributes that aid in influencing others - as strategic assets often overlooked in leadership development. Understanding behavioural styles helps leaders designate work goals, build cross-functional teams, and communicate effectively across different personality preferences. The distribution data provides useful context for understanding that different DISC styles naturally cluster in different roles, generations, or cultural contexts, which helps leaders avoid assuming everyone communicates or processes information the same way.
Important caveat: The study discusses using DISC for recruitment and hiring decisions. We don't recommend this - DISC lacks validity for predicting job performance and shouldn't be used as a standalone hiring tool. However, the study's insights on communication adaptation and understanding team composition patterns remain valuable for leadership development after people are already in role.
Study: Christy, N. (2018). DiSC Assessment Impact on Communication and Understanding of Self and Team. [Master's thesis, Virginia Polytechnic Institute and State University]
What they found: Pre/post survey study with collegiate volleyball team (9 players) using four intervention sessions where team members were paired with opposite DISC styles to learn each other's communication preferences, motivators, and conflict triggers. Post-intervention results showed 90% of participants felt they could now connect with and understand those of opposite behavioural styles, compared to limited understanding before. Eight out of ten participants reported knowing more about each style and being able to communicate effectively to their needs. Team members saw drastic improvement in communication both on and off the court, with all members recognising the diversity of styles as an asset to overall success.
Why this matters for team communication: The key finding challenges the idea of "treating everyone equally" - instead, the study found that "in order to truly be fair you must recognise the individuality of each person and that the fair thing to do is interact with them in a way that resonates best with them." Team members learned that the same information lands differently depending on DISC style - what motivates a high-D might demotivate a high-S, what feels supportive to a high-I might feel intrusive to a high-C. Understanding these differences reduced miscommunications and conflict triggers that previously created friction during high-pressure moments requiring quick coordination. The study emphasises that simply taking the DISC assessment wasn't sufficient - the four structured intervention sessions where players actively practiced adapting their communication style to teammates' preferences were what created lasting change. This supports DISC's value not as a one-time diagnosis but as a framework for ongoing communication development within teams.
Study: Sugerman, J. (2009). Using the DiSC® model to improve communication effectiveness. Industrial and Commercial Training, 41(3), 141-147.
What they found: DISC provides a framework for classifying behavioural styles across four dimensions (Dominance, Influence, Steadiness, Conscientiousness). The model helps individuals understand their natural communication preferences and adapt their style when interacting with others who have different preferences. Organisations using DISC report improved communication effectiveness and reduced interpersonal conflict when team members understand and apply these behavioural insights.
Why this matters for leadership: Leadership isn't about changing your personality - it's about understanding how your natural style lands with others and making strategic adjustments. A high-D leader who prefers direct, fast-paced communication might need to slow down and provide more context when working with high-C team members who need detail and time to analyse. DISC gives you the language to recognise these patterns and adjust deliberately, not just hope people "get you."
Study: McKenna, D.D., Shelton, C.D., & Darling, J.R. (2002). The impact of behavioural style assessment on organisational effectiveness: A call for action. Leadership & Organisation Development Journal, 23(6), 314-322.
What they found: Research identified commonly held beliefs in management including: (a) groups composed of individuals with diverse behavioural styles are more effective than non-diverse groups, (b) communication and morale improve when people are aware of and respect different behavioural styles, and (c) satisfaction increases when an individual's work environment is aligned with their behavioural style. However, the authors noted that despite widespread acceptance of these beliefs in management practice, empirical evidence supporting them remains limited. Most proponents base their enthusiasm on subjective experience rather than robust research.
Why this matters: This is honest research acknowledging DISC's limitations – and it's exactly why we position it as a "guiding tool, not a straightjacket." The commonly held beliefs about DISC make intuitive sense and are supported by decades of practitioner experience, but rigorous empirical validation is limited. That doesn't make DISC useless; it makes it a practical framework rather than a predictive science. Use it to facilitate conversations and create common language, not to make hiring decisions or reorganise your entire team structure.
Study: Zhang, A.Y., et al. (2025). Utilising the DiSC Assessment in Surgical Residency Leadership Training to Address Communication Skill Acquisition. Journal of Surgical Education (in press).
What they found: Surgery residents using DISC in communication training reported that understanding other people's communication styles was what they appreciated most about the sessions. In a field where teamwork and communication are essential for patient safety, yet formal communication training is rarely provided, DISC gave residents a framework for understanding why communication breaks down and how to adapt their approach. Overall, residents felt DISC was useful throughout the year for navigating team dynamics in high-pressure situations.
Why this matters for high-pressure workplaces: Surgery residency shares characteristics with other high-stakes professional environments: time pressure, hierarchical structures, diverse personalities, consequences for miscommunication. DISC doesn't eliminate these pressures, but it gives people a non-judgemental way to understand why the same information delivered the same way lands differently with different team members. "That approach works for me" becomes "That approach works for people with my style; let me adapt for people with different styles."
Report: Everything DiSC Research Report (2021). Wiley.
What they found: One of the major DISC publishers provides transparent technical documentation showing test-retest reliability ranging from .85 to .88 across scales, with internal consistency of .79 to .90. Validation studies confirm the theoretical model holds (adjacent scales correlate moderately, opposite scales correlate negatively). Learners report 90% accuracy (the assessment resonates with how they see themselves).
Why this matters: While our Certified DISC Practitioners might use a different provider's assessment, the underlying DISC model and validation approach is similar across legitimate publishers. High reliability (.85-.88) means the framework is consistent and useful for self-reflection and communication development. However, this is validation from a publisher, not independent research - it confirms DISC measures behavioural tendencies consistently but doesn't validate it for hiring or performance prediction.
Why we use Emotional Freedom Techniques for stress performance coaching
How we measure coaching outcomes beyond satisfaction surveys
Our blog plus other resources for workplace transformation
Performance Coaching for High Pressure Environments
