As Pointed Out By Keskes I. (2014), Fundamentally, The

Transformational leaders motivate by utilizing values, care, and inspiration (Marquis & Huston, 2015). These leaders are developing their employees to strive for growth. Transformational leadership enables companies to look towards the

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

Transformational leaders are proactive; they encourage and facilitate change as they appeal to the ethics and beliefs of individuals to provide motivation; they are able to enlist and enable followers who will support and drive their ideas; and they empower people to believe that their actions can and will make a difference (Kouzes & Posner, 2007). Marquis & Houston (2012) identify communication and acknowledgement as being a key quality behind successful transformational leadership as personal interaction is vital for employees to feel appreciated and part of a successful team. This type of leadership has altered work environments for the better and has been associated with increases in patient outcomes, staff satisfaction and retention levels (Kouzes & Posner, 2007).

Inspiration build trust and motivation. This quality can be considered one of the qualities that fall in with a Transformational leader. According to Nelson (2014), a transformational leader are more emotionally, ideologically and identity charged. The effect on an employee can be that the employee now understands what it takes to become a leader as they move through the organization. Once a leader finds their leader hip structure it is important to understand that as societies change the leader may have to make adjustments.

That also relates to the leadership style of the transformational leader. They focus on the people as the key elements to bring change to an organization.

Additionally, to connect the follower's understanding of identity and self to the mission and the collective identity of the organization. That quality of the leadership should develop more. I inspired by the transformational leadership acting a role model for followers that inspires them; challenging followers to take greater possession of their work, and recognizing the strengths and deficiencies of followers, so the leader can join followers with tasks that optimize their performance. By developing and encouraging the members to take the responsibility that is an indication of developing leadership in case of uncertainties. Therefore, that leads to decentralization of responsibility, competence to gamble. So transformational leaders, encourage members to transform their self-interests for the advantage of the company. They change members' understanding of obstacles by supporting them to look at old intricacies with new solutions; and they can excite, arouse, and inspire followers to put out extra effort to achieve group

The domain of leadership theory and research has had many conceptualizations proposed over the last few years (Avolio & Bass, 2003). These conceptualizations seem to have generated recent interest in the distinction among transformational, transactional, and laissez-faire leadership research (Bass, 1990). Yukl (1998) noted that transformational leaders get followers to do as they desire by transforming them or changing the followers themselves. According to Barlow, Jordan, and Hendrix (2003), a transformational leader generates an image that awakens trust from subordinates and develops relationships that enable subordinates to move toward goal attainment using their knowledge, skills, and material resources to accomplish that end. Unlike transformational leaders, transactional leaders pursue a cost benefit exchange approach that does not change subordinates and uses portion or organizational resources to meet subordinates needs in return for contracted needs rendered by the subordinates (Bass, 1990). Although these forms might appear diametrically opposed, most theorists agree with Bass that they are not mutually exclusive. While transformational, transactional, and passive/avoidant leadership are conceptually distinct, the same individuals on a continuum might display these leadership behaviors by different amounts and different intensities (Bass & Avolio,

Transformational leaders lead by example and provide a sense of mission/vision that is meaningful and exciting. When staff are excited about a vision, they are more likely to collaborate, share the responsibility, and move forward to assure the vision is successful (Al-Sawai, 2013).

Transformational leaders poses a variety of skills that “motivates followers to do more than expected, by (a) raising followers’ levels of consciousness about the importance and value of specified and idealized goals, (b) getting followers to transcend their own self-interest for the sake of the team or organization, and (c) moving followers to address higher level needs” (Northouse, 2013, p. 190). Besides having specific skills to motivate followers, transformational leaders possess dominant personalities, have a desire to influence others, are self-confident, have high moral values and exhibit charismatic behavior (Northouse, 2013).

Napoleon Bonaparte said it best. A transformational leader has the uncanny ability to inspire his fellows to perform at their best. A transformational leader, is essentially a motivator. Through his actions, charisma and passion, the potential of the team becomes kinetic by the energy he or she exudes. The best leaders will never lead you in to a situation that they would not lead themselves to. However, these motivators will escort you through adversity that may seem impossible to overcome. transformational leaders wish for their colleagues to see the big picture as they do. A transformational leader takes the initiative and extra time to examine the strengths and weaknesses of his colleagues. Taking on a mentor role, the transformational

In times of uncertainty and failure I believe that a transformational leader would inspire performance and creative behaviors in their employees to meet the emerging needs of their organization. I believe that the transformational leader would have the ability to motivate his or her employees and inspire them to trust and be loyal employees. Additionally, I think that a transformational leader would continue to maintain daily operations and continue to stimulate their employees to perform with confidence to achieve the goal and meet the standards of the organization.

Transformational leaders have effective communication skills and the ability to create an environment of trust, while promoting their employees personal development. Transformational leaders gain their credibility because they are genuine, can connect with their employees, and have positive attitudes that are influential and empowering. Since transformational leaders value the organization as a whole, and serve as active role models, employees have open communication and tend to identify more with them (Bell, Powell, & Sykes, 2015).

A TRANSFORMATIONAL LEADER is a person who stimulates and inspires followers to achieve extraordinary outcomes (Robbins, 2007)It has been shown to influence organisational members by transforming their values and priorities while motivating them to perform beyond their expectations (Rowold, 2007)Increased levels of job satisfaction & reduced turnover intentions are consequences of transformational leadership. It is all about leadership that creates positive change in the followers whereby they take care of each other’s interests and act in the interestsof the groupas a whole (Warrilow, 2012)

Transformational leaders construct a shared vision with their followers, providing a blueprint for staff to refer to when questioning direction (Yang, 2014). Furthermore, the leaders empower their followers and offer coaching and resources to meet the vision (Birasnav, 2014). Leaders must be flexible by adapting and responding to a situation not going to plan for an organization to be successful; transformational leaders tend to correlate with flexibility (Birasnav, 2014). The upside of transformational leadership is greater employee satisfaction

This is an analysis of the two different managers with different perception in an organization. The two managers are categorised as transformational leaders and transactional leaders. Transformational leadership is a type of leadership style that can inspire positive changes who follow. Transformational leaders are generally enthusiastic and passionate who helps all the group members to succeed in group (Cherry, 2014).