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The Psychological Profile of Benjamin Netanyahu Using Behavior Analysis

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The Psychological Profile of Benjamin Netanyahu Using Behavior Analysis See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/235330077 The psychological profile of Benjamin Netanyahu using behavior analysis Chapter · January 2001 CITATIONS READS 2 2,805 1 author: Shaul Kimhi Tel-Hai Academic College 71 PUBLICATIONS 565 CITATIONS SEE PROFILE Some of the authors of this publication are also working on these related projects: Resilience View project All content following this page was uploaded by Shaul Kimhi on 11 December 2016. The user has requested enhancement of the downloaded file. All in-text references underlined in blue are added to the original document and are linked to publications on ResearchGate, letting you access and read them immediately. Chapter 9 Profiling Political Leaders: Cross-Cultural Studies of Personality and Behavior Edited by Ofer Feldman and Linda O. Valenty Connecticut: Praeger, 2001, p. 149-164 Chapter 9 BENJAMIN NETANYAHU: A PSYCHOLOGICAL PROFILE USING BEHAVIOR ANALYSIS Shaul Kimhi INTRODUCTION The present paper describes the psychological profile (from a distance) of Israel’s former prime minister, Benjamin Netanyahui. In constructing the profile, a qualitative method called behavior analysis is employed (Kimhi, 1999). The method developed as a result of an attempt to create psychological profiles that are both clinically derived and politically pragmatic. Although qualitative profiles based upon personality theory have their own advantages and unique utility, the present intention was to produce a method built upon available empirical data rather than general presumptions driven by developmental personality theories. A parallel intent was to enhance the predictive ability of profiles that have been somewhat constricted by the use of limited psychological theories (e.g., theoretical psychology does not generally include dimensions that relate directly to political behavior and leadership style). Quantitative methods also have their advantages, however results often focus upon narrower areas of interest selected from the larger personality. The behavior analysis method observes specific behaviors that evolve into repeated patterns of behavior and synthesizes these tangible indicators into a global personality type. Much as the American Psychiatric Association’s Diagnostic and Statistical Manual (DSM IV) lists behaviors and provides a diagnostic personality type, the current method identifies behaviors in political leaders and then suggests a global personality type with precise reference to unique political behavior. 203 Chapter 9 METHOD: BEHAVIOR ANALYSIS This method comprises three steps: collection (of any possible information on the leader's behavior), classification (into content categories), and analysis (construction of the psychological profile). Behavior analysis is based on behaviors described and reported publicly; the method utilizes measures of thoughts, feelings, and actions that have continuity over time and between situations. Moreover, it makes a clear distinction between psychological hypotheses and findings based on gathered data. Data Collection: Sources The sources for the present study are: (a) books written by Benjamin Netanyahu (Netanyahu, 1995; 1996); (b) volumes whose subject is Netanyahu (Vardi, 1997; Kaspit & Kfir, 1997); and (c) a large quantity of articles concerning Netanyahu that were published in Israeli newspapers from 1985 to December 1997, including interviews he granted to the press. Among the 170 magazine and newspaper articles, 132 were classified into one or more content categoriesii. The other 42 articles were deemed to be too general (a commentator's evaluation, for example, on Netanyahu's chances of winning the election), as they did not illustrate any of the behaviors included in content categories. Each written text that includes a relevant aspect of Netanyahu's behavior was marked as a unit of information, that is, a description of a leader's behavior in a defined situation at a certain time. Such a description could entail one paragraph, a few, or even a full chapter. Every unit of information was entered into the computer, with key words emphasizing both the general behavior (e.g., a tendency to mistreat his workers) and the specific behavior (e.g., tardiness at a given meeting) described. Classification and Analysis The units of information were classified according to two dimensions, namely, content category and type of information. The classification into content categories was 204 Chapter 9 accomplished in three stages: First, two researchers each independently proposed a list of categories for the analysis, each category representing a psychological dimension (e.g., suspicion). Then they discussed their respective lists and agreed upon a final list of 22 content categories (see table 1). In the second stage, the two researchers independently classified all units of information into these categories. Each unit was assigned one (the most suitable) category. Classification comparisons revealed a high degree of congruity (r= .85). Non-congruent classifications were discussed and agreed upon. In the third stage, each of the earlier categories were grouped into four major categories: distinguishing traits, functional characteristics, leadership style, and family and development. There was no disagreement on the classification of content categories into major categories. Information came from three types of sources: primary sources, secondary sources, and commentary and evaluations. 1. Primary sources are those based on direct observation of behavior, including interviews with the leader, or books authored by him or her. 2. Secondary sources included books written about leaders and their background (such as biographies); articles describing leaders behavior and characteristics (e.g., descriptions of meetings or a specific decision-making process); and written and verbal testimonies by people who had been close to leaders, and could describe their behavior during differing situations and over periods of time. 3. Commentary and evaluations of the leader can be very diverse, ranging from political to psychological analyses of motives and personality. Unlike secondary sources, commentary and evaluation seldom consider specific behaviors in specific situations. The predetermined criteria for including a content category in the data analysis was a combination of a minimum of three units of information of types 1 and 2. As table 1 illustrates, most of our content categories easily met that criterion. The theoretical approach underlying the present study follows Maddi’s (1989: 9) perception of personality as “a stable set of tendencies and characteristics that determine those commonalties and differences in people’s psychological behavior (thoughts, 205 Chapter 9 feelings, and actions) that have continuity in time and that may not be easily understood as the sole result of the social and biological pressures of the moment.” Maddi (1989) contends that any personality theory should deal with three points of reference: core of personality (the things that are common to all people); periphery of personality; and development of personality. For the purpose of psychological profiling of leaders, the second and third elements were determined to be most relevant. Periphery of personality is generally learned rather than inherent, and has a relatively circumscribed influence on behavior. It is used in the theories mainly to explain differences among people. The periphery includes three levels of statements, which are arranged hierarchically: (a) behavioral data--thoughts, feelings, and actions that have regularity in an individual; (b) peripheral characteristics, or traits--patterns of behavior that tend to be consistent (for example, stubbornness, cleanliness) and may explain much behavioral data; and (c) type--lifestyles or general orientations. The type is the combination of several dominant traits that appear together. Development of personality explains how the leader’s traits and typology evolved. The information about a leader’s development is based on the testimony of others (i.e., biographical data); therefore, this point of reference should be considered as a hypothesis about development. 206 Chapter 9 Table 1: Classification of units of information: content category and type of information sources Type of information sources General Content Primary Secondar Others' Overall Content Areas Category y Evaluations 1 - Egocentricity 3 11 14 28 (12) A 2- Ambition and Distinguishing determination 3 8 11 22(4) traits 3 - Aggression and manipulation 5 25 13 43(6) 4 - Credibility 2 18 11 31(1) 5- Interpersonal relationship 1 10 6 17(6) 6 - Suspicion 1 9 10 20(1) 1 - Behavior under B stress 2 15 10 27(4) Functional 2 - Cognitive characteristics functioning 1 5 2 8(2) 3- Appearance & rhetorical abilities 1 17 3 21(5) 4 - leisure life - 10 4 14(4) 5 - Relationship within a couple - 4 2 6 1 administrational C style 1 11 6 18(3) Leadership 2 - Working style - 7 12 19(1) style 3 - Undemocratic nature 1 12 3 16 4 - Relation with the media 4 11 11 26(4) 5 - Political world view 8 7 4 19(1) 6 - Political strategy 3 2 3 8 7- Religiosity - 5 1 6(3) 1 - Family, D childhood, youth 2 5 2 9(4) Family, 2 - Military service - 5 - 5(2) development 3 - Studies in the & youth USA - 3 - 3(2) 4 - Death of his brother - 4 - 4(2) 1 The number in parentheses denotes the units of information extracted from books; the rest are 207 Chapter 9 DATA ANALYSIS: DISTINGUISHING TRAITS Egocentricity A number of
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