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The trait approach was one of the first systematic attempts to study leadership. However, the term trait has been the source of considerable ambiguity and confusion in the literature, referring sometimes and variously to personality, temperaments, dispositions, and abilities, as well as to any enduring qualities of the individual, including physical and demographic attributes. In the early 20th century, leadership traits were studied to determine what made certain people great leaders. According to Kirkpatrick and Locke (1991) the six traits that differ between leaders and non-leaders are Drive, Leadership Motivation, Honesty/Integrity, Self-confidence, Cognitive Ability and Knowledge of Business, Drive is a trait includes a group of five motives, achievement, ambition, energy, tenacity and initiative that reflect a high effort level. Leadership Motivation is when leaders have a strong desire to influence and lead others. Leaders must be willing to assume responsibility. Honesty and integrity form the foundation of a trusting relationship between leaders and followers and without these virtues, leadership is undermined. A person without confidence will not be able to make the difficult decisions required of a leader or instill trust and support for decisions from followers. Leaders must possess a level of intelligence high enough to process large amounts of information and formulate strategies and solve problems. In-depth knowledge of the business allows leaders to make well-informed decisions and understand their consequences. The trait approach focuses on the leader and not on the followers or the situation. This approach is concerned with what traits leaders exhibit and who has these traits. It assumes that it is the leader and his/her personality that are central to the leadership process. For organizations it means that selecting the right people will increase organizational effectiveness. The managers can also analyze their own traits and understand their strengths and weaknesses and how others see them in organization. Some of the strengths of trait approach are it supports the general image in the society that leaders are a special kind of people who can do extraordinary things. People have a need to see their leaders as gifted people, and the trait approach fulfills this need. Also the trait approach has a long research tradition and a significant body of research data that support this approach and it focuses only on the leader and analysis very thoroughly this component in the leadership process. The trait approach has given us some benchmarks for what we need to look for if we want to be leaders. Some weaknesses of the traits approach are the approach has not fixed a definitive list of leadership traits and the list that has emerged seems endless. The approach has also failed to take situations into account and there has much subjective interpretation of the meaning of the data and data is not always based on reliable research. The trait approach is also weak in describing how leaders' traits affect the outcomes of groups and teams in organizations. Traits are largely fixed psychological structures and this limits the value of teaching and leadership training.