I think this is somewhat dangerous, it can lead you to categorise people unfairly and permanently. Also, in my experience this has a critical flaw - the managers love morts in my experience, not Elvises. They don’t care about the technical details, so “fastest and fits the business outcome the most” is ideal.

Also the actual solution is proper team leadership/management. If you have morts, make sure that code quality requirements are a PART of the requirements their code must pass, and they’ll instead deliver decent work slightly slower. Got an elvis? Give more boundaries. Got Einsteins? Redefine the subtasks so they can’t refactor everything and give deadlines both in terms of time but also pragmatism.

Either way, I don’t love this approach, as it removes the complexity from the human condition, complexity which is most important to keep in mind.

I agree with you and one of the most important ways is that it bakes in an assumption that people cant grow, learn and change.

Life is all about learning, adapting and changing. Great leaders see the potential growth in people and are up for having hard conversations about how they can improve.

Even if people do have these personality traits as life long attributes, that doesn't define them or prevent them from learning aspects of the others over time.