opportunity to direct their own tasks and achieve goals which they have had influence in setting, managers can find that the overall productivity within the organization increases at the same time that employee morale also increases. In this framework, the leader serves not as a supervisor passing judgment on an employee's performance, but as a facilitator who is present to help the employee use the resources at hand in order to gain the maximum benefit from the experience. Motivation becomes the effort of helping the employee achieve what the employee and manager agree are important goals to the organization, but also to achieve goals which have a personal meaning to the employee (Michlitsch, 1992, p. 21).
There are two basic types of leadership: transactional and transformational. The transactional leader provides leadership based on the current situation and offers leadership for the moment (transaction). The transformational leader provides leadership that helps employees transform their own behavior so that future decisions will not require the interference of the manager, but will be made independently (Howell & Avolio, 1993, p. 893). In order for transformational leadership to be possible, the organization must have a high level of employee empowerment, meaning that employees are given the opportunity and the responsibility to make decisions without seeking approval from their managers. Such decision making authority may not extend to all decisions, but the greater the degree of empowerment (the more decision making authority at each level of the organization), the greater the opportunity for transformational leadership (Popper & Lipshitz, 1993, p. 25).
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