ly, a lack of leadership can occur if the leader is suddenly removed from the environment.
Transformational leadership involves the leader effectively communicating his (or her) vision to subordinates and providing them with the tools and discretion to achieve that vision. Where transactional leaders provide tools for solving specific situations (transactions), they do not offer the broader vision to subordinates so that the company or organization is transformed into one that works in harmony to achieve the leader's goals. Transformational leaders may also be charismatic, but they move beyond charismatic leadership to a relationship with their employees that is based on communication and understanding of mutual goals and objectives. Above all else, transformational leaders are change agents who put into place a structure and an environment which is not necessarily dependent on the leader's presence for success (Luthans, 1995, p.ß358).
In addition to being agents of change, transformational leaders also serve as a source of inspiration to the rest of the organization. In this way, they can express high expectations, which they fully anticipate their employees to meet, and communicate their ideas and visions in clear and direct ways, avoiding ambiguity and confusion. Transformational leaders are also intelligent and rational thinkers, able to solve problems by quickly understanding what the problem is (as opposed to focusing on symptoms of the underlying problem). Transformational leaders also give personal attention to individual employees through coaching as well as through championing: transformational leaders give employees the opportunity and latitude to excel on their own (Luthans, 1
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