odel provides a broader view of leadership than the usual transactional models, which are primarily concerned with subordinates' motivations (Lang, 2010, p. 14).
The main weakness of the model is that it includes too many attributes to provide a clear picture of the transformational leader (Nemiro, Beyerlein, Bradley, & Beyerlein, 2008, p. 190). The transformational leader is supposed to create a vision, motivate his or her people, be a change agent, build trust, empower the people, and develop their potential, making it problematic to define the boundaries of the model (Nemiro, Beyerlein, Bradley, & Beyerlein, 2008, p. 190). In addition, it has been pointed out that many interpret transformational leadership as "an all-or-nothing approach" rather than one that can be implemented in degrees (Nemiro, Beyerlein, Bradley, & Beyerlein, 2008, p. 190). This makes it seem somewhat formidable, as few leaders could implement it all at once (Nemir
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