d Tidwell, his only remaining athlete, that he failed ôbecause a hockey playerÆs kid made me feel like a superficial jerk. I ate two slices of bad pizza, went to bed, and grew a conscience!ö (Crowe 1996).
Dorothy Boyd is an accountant at SMI. She is inspired and believes in Jerry after reading his memo. She becomes the follower who JerryÆs leadership will empower to develop her own professional potentiality. As she explains, ôI care about the job, but mostly I just want to be inspiredö (Crowe 1996). MaslowÆs hierarchy of needs maintains that workers are motivated to the degree that certain needs are met. In this hierarchy of needs, Maslow maintains that followers are motivated to the degree that needs are met from the basic needs at the bottom of the hierarchy to the top. JerryÆs leadership helps Dorothy fulfill her basic physiological and security needs, but he also helps her fulfill her higher level needs like esteem and self-actualization. As she tells her sister, ôFor the first time in my professional life IÆm part of something I believe inö (Crowe 1996). The ability to motivate employees and empower them to fulfill their own development potential is another hallmark of transformational leadership. JerryÆs moral epiphany and vision makes a believer and loyal follower out of Dorothy, while it also contributes to her development. As Bass (1990) argues, ôTransforming leadership results in mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agentsö (23).
In contrast to JerryÆs newfound insights about personal relationships with respect to business is Bob Sugar. Bob Sugar was trained by Jerry but he is the classic example of the dark-side personality in leadership. Hughes (e
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