Leadership, in its broadest sense, is the process of using social influence to gain the support of other people in completing a common task or achieving a collective goal. Common conceptions of organizational leadership focus on the image of charismatic individuals who inspire their subordinates with their passion and zeal for a vision. This popular image is considered the standard for effective leadership style and a measure of future organizational success. Effective leadership is a function of both the individual and the work environment of the organization he or she is tasked with leading. Conflicting theories of personality provide divergent conclusions about the effectiveness of a given leader and his or her leadership style on his or her organization's behavior. Older conceptions of leadership often revolve around the idea of ​​“great men,” individuals born with the ability to lead by virtue of their superior abilities and characteristics. Trait theory evolved from this antiquated idea and argues that several identifiable traits distinguish leaders from non-leaders and enable these individuals to successfully lead organizations (Kirkpatrick and Locke, 1991, Pg 48). Ralph Stogdill's research has shown that no one characteristic can be universally related to effective leadership. Furthermore, Stogdill found that situational factors have a more measurable impact on leadership than traits. Kirkpatrick and Lock (1991) argue that, although traits may not be universally related, their possession acts as a precondition for effective leadership, increasing the likelihood of organizational success. Effective leaders are fulfilled through the actions they take, which come from a desire to lead and a drive to get things done with…half of the paper…management. Strategic Management Journal, Special Issue of Strategic Leaders and Leadership, Vol. 10, Page 17 - 32. GT Rotemberg, G. Salona (November 1993). Leadership style and incentives. Management Sciences, Vol. 39, Page 1299 - 1318.K. Roberts, R. E. Miles, L. V. Blankenship (December 1968). Organizational leadership satisfaction and productivity: A comparative analysis. The Journal of the Academy of Management, Vol. 11, pages 401 - 414.MA Smith, J.M. Canger, (June 2004). Effects of supervisor "Big Five" personality on subordinate attitudes. vol. 18, pages 465 - 481.MR Barrick, MK Mount and Judge TA. Personality and performance at the beginning of the new millennium: what do we know and where do we go next? Personality and Performance 9, pages 9 - 30.SA Kirkpatrick, EA Locke (May 1991). Leadership: Do characteristics matter? The Executive, vol. 5, pages 48 - 60.