Study finds common trait behind Steve Jobs, Bill Gates, and Mark Zuckerberg’s greatness — and it’s in their hands

TOI Tech Desk / TIMESOFINDIA.COM / May 3, 2025, 10:57 IST

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A new study links left-handedness with innovation. Researchers analysed CEOs and company data. They found left-handed CEOs lead more innovative firms. These firms file more patents. They also hire more foreign employees. The study suggests neurological differences may play a role. Left-handed leaders may be more risk-tolerant. This research could change hiring strategies. Companies may value cognitive diversity more.

Study finds common trait behind Steve Jobs, Bill Gates, and Mark Zuckerberg’s greatness — and it’s in their hands

Bill Gates, Steve Jobs, and Mark Zuckerberg

In the pantheon of legendary business leaders, few names shine as brightly as Steve Jobs, Bill Gates, and Mark Zuckerberg. These visionary CEOs not only founded transformative companies—Apple, Microsoft, and Meta (formerly Facebook), respectively—but also fundamentally altered the global technology landscape. Their success has long been attributed to a mix of strategic foresight, charismatic leadership, and exceptional communication skills. However, a newly published study may have uncovered an additional and overlooked factor contributing to their extraordinary achievements: their handedness. Specifically, all three of these tech giants are left-handed.
According to a peer-reviewed study published in the Journal of Behavioral and Experimental Finance by researchers at the Donald G. Costello College of Business, being left-handed may be more than just a physical trait—it could be a significant predictor of innovation and entrepreneurial success. After analyzing more than 1,000 CEOs across nearly 500 companies, the study found compelling links between left-handedness and elevated innovation outputs, such as unique patents and intellectual property.

The Study: Analyzing handedness and executive success

The central objective of the study was to examine whether a CEO’s handedness could influence a company's innovation performance. The research was inspired by anecdotal evidence and psychological studies suggesting that left-handed individuals may possess cognitive traits that promote divergent thinking, creativity, and problem-solving—abilities that are highly prized in the innovation-driven sectors of the modern economy.

Methodology
To test this hypothesis, researchers undertook a comprehensive empirical analysis involving:

Sample Size: 1,071 CEOs
Corporate Coverage: 472 publicly listed companies across various industries
Timeframe: Multi-year data span, allowing observation of leadership transitions

To determine the dominant hand of each CEO, the research team used a combination of visual and direct verification methods. These included:

Analyzing photos and videos of CEOs engaging in activities like writing, eating, and throwing.
Checking which wrist CEOs wore their watches on—left-handed people often wear watches on their right wrist.
When visual clues were inconclusive, researchers directly contacted companies via email or phone calls for confirmation.

This rigorous, multi-faceted approach helped ensure the accuracy of handedness classification.

Key findings of the study

Demographics of handedness among CEOs

Right-Handed CEOs: 91.4%
Left-Handed CEOs: 7.9%
Ambidextrous CEOs: 0.7%

Despite the global population of left-handers being approximately 10%, their representation among CEOs was slightly lower but still notable.
Innovation outcomes
Companies led by left-handed CEOs showed:

Significantly higher innovation output, as measured by:
- The number of patents filed
- The number of unique (non-overlapping) patents
- Citation rates of these patents, indicating impact

Noticeable innovation growth after transitioning from a right-handed to a left-handed CEO

In contrast, the reverse transition—from a left-handed to a right-handed CEO—did not produce a comparable spike in innovation metrics.
Diversity and openness

Firms managed by left-handed CEOs were more likely to hire foreign employees.
Foreign employees statistically generate more innovation outputs compared to domestic employees, contributing to the firm's overall creativity and global competitiveness.
This suggests that left-handed CEOs may possess a greater degree of openness, cross-cultural appreciation, and tolerance for diversity, which are beneficial for modern, globally interconnected firms.

Scientific and psychological basis

Neurological traits of left-fanders
Scientific literature supports the notion that left-handed individuals often exhibit different patterns of brain activity:

Greater right-brain engagement: The right hemisphere is associated with creativity, intuition, and holistic thinking.
Higher inter-hemispheric connectivity: Some studies indicate enhanced communication between hemispheres in left-handed individuals, potentially leading to better multitasking and problem-solving capabilities.

These neurological traits may translate into leadership styles that are more exploratory and innovation-focused.
Behavioral economics and leadership style
The study aligns with behavioral economic theories suggesting that non-conventional traits, such as handedness, may correlate with unique decision-making tendencies. Left-handed leaders may:

Be more risk-tolerant
Approach problems from unusual perspectives
Encourage nonlinear thinking among team members

Broader implications

For business strategy and talent acquisition
The findings could inform executive hiring and leadership development strategies by:

Encouraging companies to value cognitive diversity alongside experience and education.
Promoting the idea that neurological and psychological traits, like handedness, can contribute meaningfully to innovation.

For organizational innovation metrics
Organizations may benefit from:

Conducting internal studies on leadership traits that correlate with innovation.
Designing leadership development programs that cultivate cognitive flexibility, regardless of handedness.

For future research
The study opens avenues for further exploration into:

Whether similar traits among left-handed employees across non-CEO roles correlate with higher team innovation.
Cross-industry differences: Does the link hold stronger in technology vs. manufacturing or service sectors?
Gender dynamics: Are left-handed female CEOs exhibiting the same innovation outcomes?

Limitations and considerations

While the study provides groundbreaking insights, it acknowledges certain limitations:

Correlation, not causation: The study identifies statistically significant correlations, but it does not prove that left-handedness causes innovation.
Limited left-handed sample: Given the smaller number of left-handed CEOs, broader conclusions should be drawn with cautious optimism.
Cultural bias: Handedness is sometimes suppressed in certain cultures or regions, potentially skewing data.

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TOI Tech Desk

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