(state-like) will be more malleable and susceptible to leadership development programs. Companies should use different types of development interventions to stretch the existing capabilities of their leaders (Zaccaro, 2007). There is also evidence to suggest that Americans have an Extrovert Ideal, which dictates that people, most times unconsciously, favor the traits of extroverted individuals and suppress the qualities unique to introverts (Cain, 2012). Susan Cain's research points to a transition sometime around the turn of the century during which we stopped evaluating our leaders based on character and began judging them instead based on personality. While both extroverted and introverted leaders have been shown to be effective, we have a general proclivity towards extroverted traits, which when evaluating trait leadership, could skew our perception of what's important. See also Leadership Charisma Trait theory Big Five personality traits Personality psychology Individual differences psychology Leadership development Situational leadership theory Three Levels of Leadership model Transformational leadership Transactional leadership Human resources Fiedler contingency model Footnotes References Ackerman, P. L., & Humphreys, L. G. (1990). Individual differences in industrial and organizational psychology. Handbook of industrial and organizational psychology, Vol. 1 (2nd ed.). (pp. 223–282). Palo Alto, CA, US: Consulting Psychologists Press. Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z., & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality :factors. The Leadership Quarterly, 17, 1-20. Avolio, B. J., Sosik, J. J., Jung, D. I., & Berson, Y. (2003). Leadership models, methods, and applications. Handbook of psychology: Industrial and organizational psychology,Vol. 12. (pp. 277–307). Hoboken, NJ, US: John Wiley & Sons Inc. Barrick, M. R., Stewart, G. L., & Piotrowski, M. (2002). Personality and job performance: Test of the mediating effects of motivation among :sales representatives. Journal of Applied Psychology, 87(1), 43-51. Barrick, M. R., Mitchell, T. R., & Stewart, G. L. (2003). Situational and motivational influences on trait– behavior relationships. In M. R. Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press. Bass, B. M. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York, NY, US: Free Press. Bass, B. M. & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). New York: Free Press. Bass, B. M. and Riggio, R. E. (Eds.). (2006). Transformational Leadership (2nd ed). Mahwah, NJ: Lawrence Erlbaum Associates. Blake, R.; Mouton, J. (1964). The Managerial Grid: The