ast, a transformational leader may observe that if production is increased, savings can be realized through lower carrying costs. This can be presented to the workers with the challenge for the workers to meet new production standards. The way in which the workers meet those standards is left to their discretion. Transactional techniques, such as increased pay for the new standards, may be used as part of the transformational leader's strategy, but it is the inclusion of the workers in the decision-making process that sets the transformational leader apart from the transactional one (Keller 493).
Rost points out that transformational leadership, while gaining an increasingly large group of advocates, can limit managers if they do not pay attention to the overall definition of leadership and if they reject transactional leadership as a valid approach to the leadership question (Rost 125). Rost's concern is well-founded: a transformational leader in a transactional organization is not likely to be successful, just as a transactional leader in a transfor
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