This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -0.24, Extraversion = 0.31, Openness to Experience = 0.24, Agreeableness = 0.08, and Conscientiousness = 0.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of 0.48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model. The article discusses the historical development of trait theory in leadership, noting that while early studies suggested some consistent relationships between personality traits and leadership, later reviews found inconsistent results. Despite this, some traits, such as self-confidence, were consistently associated with leadership. The authors conducted a meta-analysis using the five-factor model and found that Extraversion was the strongest correlate of leadership, followed by Conscientiousness, Neuroticism, and Openness to Experience. Agreeableness showed a weaker correlation with leadership. The results suggest that the five-factor model provides strong support for the trait perspective in leadership research. The article also discusses the importance of considering both broad and specific personality traits in leadership research and highlights the need for further investigation into the relationship between personality and leadership.This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -0.24, Extraversion = 0.31, Openness to Experience = 0.24, Agreeableness = 0.08, and Conscientiousness = 0.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of 0.48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model. The article discusses the historical development of trait theory in leadership, noting that while early studies suggested some consistent relationships between personality traits and leadership, later reviews found inconsistent results. Despite this, some traits, such as self-confidence, were consistently associated with leadership. The authors conducted a meta-analysis using the five-factor model and found that Extraversion was the strongest correlate of leadership, followed by Conscientiousness, Neuroticism, and Openness to Experience. Agreeableness showed a weaker correlation with leadership. The results suggest that the five-factor model provides strong support for the trait perspective in leadership research. The article also discusses the importance of considering both broad and specific personality traits in leadership research and highlights the need for further investigation into the relationship between personality and leadership.