The Leader Trait Emergence Effectiveness (LTEE) Model, created by Judge and colleagues (2009), combines the behavioral genetics and evolutionary psychology theories of how personality traits are developed into a model that explains leader emergence and effectiveness. Additionally, this model separates objective and subjective leader effectiveness into different criterion. The authors created this model to be broad and flexible as to diverge from how the relationship between traits and leadership had been studied in past research. Another model that has emerged in the trait leadership literature is the Integrated Model of Leader Traits, Behaviors, and Effectiveness (Derue et al., 2011). This model combines traits and behaviors in predicting leader effectiveness and tested the mediation effect of leader behaviors on the relationship between leader traits and effectiveness. The authors found that some types of leader behaviors mediated the effect between traits and leader effectiveness. The results of Derue and colleagues' (2011) study supported an integrated trait-behavioral model that can be used in future research. Criticisms of trait leadership Although there has been an increased focus by researchers on trait leadership, this theory remains one of the most criticized theories of leadership. Over the years, many reviewers of trait leadership theory have commented that this approach to leadership is “too simplistic” (Conger & Kanugo, 1998), and “futile” (House & Aditya, 1997). Additionally, scholars have noted that trait leadership theory usually only focuses on how leader effectiveness is perceived by followers (Lord et al., 1986) rather than a leader's actual effectiveness (Judge et al., 2009). Because the process through which personality predicts the actual effectiveness of leaders has been relatively unexplored (Ng, Ang, & Chan, 2008), these scholars have concluded that personality currently has low explanatory and predictive power over job performance and cannot help organizations select leaders who will be effective (Morgeson & Ilies, 2007). Furthermore, Derue and colleagues (2011) found that leader behaviors are more predictive of leader effectiveness than are traits. Another criticism of trait leadership is its silence on the influence of the situational context surrounding leaders (Ng et al., 2008). Stogdill (1948) found that persons who are leaders in one situation may not be leaders in another situation. Complementing this situational theory of leadership, Murphy (1941) wrote that leadership does not reside in the person, and it usually requires examining the whole situation. In addition to situational leadership theory, there has been growing support for other leadership theories such