In an increasingly democratic and politically correct society, where equality of treatment and fairness of results often overshadow individual performance, the trait theory of leadership has managed to survive . Instead of focusing on the context of a specific leadership situation or an organization's subordinates, trait theory targets only the man or woman in charge. In essence, trait theory suggests that potential leaders and great leaders who have already demonstrated success are best analyzed in a vacuum. While trait theory may have fallen out of favor over the past century, it has some advantages that are particularly pertinent to those working in the military. Before delving further into its professional applicability, however, the reader will benefit from a brief review of the origins, approach, strengths, and criticisms of trait theory. Origins Arguably the first approach to the study of leadership, the trait approach was employed in this field long before it was addressed in the classroom. After all, Sun Tzu preached “know your enemies” (Sun Tzu, 2002 p. 6) long before Socrates implored students to “know thyself” (Socrates, 1879, p. xi). From ancient battlefields to philosophical mysteries, understanding a person's inherent characteristics has proven to be a worthy goal. Popular aspirations for leadership, however, were yet to find a theoretical basis for many years. It was only at the beginning of the 20th century that the topic came under the scrutiny of scholars. Approach Early studies often focused on the “great man” approach, whereby already admired and successful leaders were examined to find common characteristics (Northouse, 2010, pg. 15 ). Jesus, Washington, Napoleon and the like found new people in the center of the map who I initially thought were more reserved than I would have liked. As the season progressed, two individuals progressed along with it, eventually becoming very aggressive on the field. I'm not sure if I was wrong in my initial reading of the individuals or if they have truly grown into their roles. However, the example highlights some of the criticisms of using the trait approach. Ultimately, people, unlike the trait approach to leadership, do not operate in a vacuum. I should not rely on initial assessments unless necessary when establishing an organization. Additionally, I should be cautious about declining challenging missions based on my ability ratings. Just as some members of the roller hockey team ultimately exceeded my expectations over the course of the season, I too must remember that leadership is a process and a journey, not a checklist..