tes transactional leadership approaches, but moves beyond them. Here, the leader-subordinate influencing relationship is one where relative power is used to pursue organizational and personal goals. Three types of transformational leadership approaches have been identified: charisma/inspirational, individual stimulation and consideration for the individual (Flannery, 1996).
Under charisma/inspirational approaches, the leader demonstrates a high degree of popularity or celebrity status and is held in high esteem by peers, subordinates and superiors alike. Typically, the charismatic leader is also visionary, courageous, value driven and serves as an agent of change within the organization. Transformational leaders who use individual stimulation exhibit a high level of awareness of current employee problems. Ways in which this awareness is created include life experience, the ability to handle ambiguity, the ability to handle complexity and uncertainty, and the demonstration of intellectual courage. The third type of transformational leader uses consideration for the individual, which is considered the final behavioral pattern of the transformational leader. Leaders who exhibit this trait understand their individual subordinates through one-to-one interaction. These leaders have a concern for and a belief in their individuals (Kouzes, 2003).
Another important characteristic for leaders is the quality of servanthood. Instead of considering the leadership position one which gives the power and authority to command and control, the effective leader considers himself a servant to those he leads. Closely related to this concept is that of accountability for others, meaning that leaders take responsibility for those whom they lead, rather than assuming no consequences to their actions. The weight of leadership can be heavy at times, such as during the Cuban missile crisis when Kennedy and Khrushchev brought their two countries ...