Steven Jobs of Apple and Jack Welch of GE have demonstrated a gift for creating innovation, whereas leaders with idealized traits prove more successful in more stable environments requiring less innovation and creativity (Maccoby, 2007). Cultural fit and leadership value can be determined by evaluating an individual's own behavior, perceptions of their employees and peers, and the direct objective results of their organization, and then comparing these findings against the needs of the company (Bass & Riggio, 2006). Leader traits The investigations of leader traits are always by no means exhaustive (Zaccaro, 2007). In recent years, several studies have made comprehensive reviews about leader traits that have been historically studied (Derue et al., 2011; Hoffman et al., 2011; Judge et al., 2009; Zaccaro, 2007). There are many ways that traits related to leadership can be categorized; however, the two most recent categorizations have organized traits into (1) demographic vs. task competence vs. interpersonal and (2) distal (trait-like) vs. proximal (state-like): Demographic, task competence and interpersonal leadership Based on a recent review of the trait leadership literature, Derue and others (2011) stated that most leader traits can be organized into three categories: demographic, task competence, and interpersonal attributes. For the demographics category, gender has by far received the most attention in terms of leadership; however, most scholars have found that male and female leaders are both equally effective. Task competence relates to how individuals approach the execution and performance of tasks (Bass & Bass, 2008). Hoffman grouped intelligence, Conscientiousness, Openness to Experience, and Emotional Stability into this category. Lastly, interpersonal attributes are related to how a leader approaches social interactions. According to Hoffman and others (2011), Extraversion and Agreeableness should be grouped into this category. Distal (trait-like) vs. proximal (state-like) Recent research has shifted from focusing solely on distal (dispositional/trait-like) characteristics of leaders to more proximal (malleable/state-like) individual differences often in the form of knowledge and skills (Hoffman et al., 2011). The hope is that emergence of proximal traits in trait leadership theory will help researchers answer the ancient question: are leaders born or made? Proximal individual differences suggest that the characteristics that distinguish effective leaders from non-effective leaders are not necessarily stable through the life-span, implying that these traits may be able to be developed. Hoffman and others (2011) examined the effects of distal vs. proximal traits on leader effectiveness. He found that distal individual differences of achievement motivation, energy,