One of the oldest leadership theories1 holds that some people have certain unique traits that qualify them for leadership roles. Hundreds of studies have been designed to pinpoint these traits.2

Attempts to construct the trait profile of the “great person” have met with very limited success3. The assumption that leaders have unique background or characteristics that make them fundamentally different from followers has not been well supported.4 Indeed, most people who are rated as good leaders are also rated as good followers5.