as transformational, transactional, charismatic, and authentic leadership theories. These theories have gained popularity because they are more normative than the trait and behavioral leadership theories (Schaubroeck, Lam, & Cha, 2007). Further criticisms include the failure of studies to uncover a trait or group of traits that are consistently associated with leadership emergence or help differentiate leaders from followers (Kenny & Zacarro, 1983). Additionally, trait leadership's focus on a small set of personality traits and neglect of more malleable traits such as social skills and problem solving skills has received considerable criticism. Lastly, trait leadership often fails to consider the integration of multiple traits when studying the effects of traits on leader effectiveness (Zaccaro, 2007). Implications for practice Given the recent increase in evidence and support of trait leadership theory (Ng et al., 2008), scholars have suggested a variety of strategies for human resource departments within organizations. Companies should use personality traits as selection tools for identifying emerging leaders (Ng et al., 2008). These companies, however, should be aware of the individual traits that predict success in leader effectiveness as well as the traits that could be detrimental to leader effectiveness. For example, while Derue and colleagues (2011) found that individuals who are high in Conscientiousness, Extraversion, and Agreeableness are predicted to be more likely to be perceived as successful in leadership positions, Judge, Woolf, Hurst, & Livingston (2006) wrote that individuals who are high in narcissism are more likely to be a liability in certain jobs. Narcissism is just one example of a personality trait that should be explored further by HR practitioners to ensure they are not placing individuals with certain traits in the wrong positions. Complementing the suggestion that personality traits should be used as selection tools, Judge and colleagues (2002) found that the Big Five Personality traits were more strongly related to leadership than intelligence. This finding suggests that selecting leaders based on their personality is more important than selecting them based on intelligence. If organizations select leaders based on intelligence, it is recommended by Judge and colleagues (2002) that these individuals be placed in leadership positions when the stress level is low and the individual has the ability to be directive. Another way in which HR practitioners can use the research on trait leadership is for leadership development programs. Although inherent personality traits (distal/trait-like) are relatively immune to leadership development, Zaccaro (2007) suggested that proximal traits