Transformational Leadership

Introduction and Purpose
It is believed that for positive leadership in human life, there is a relation to the commitment in terms of the organizations (Aarons, 2006, p. 1163). It is evident that there is a connection between leadership, and organizational process (Aarons, 2006, p. 1163). It is evident that there is a difference between transformational and transactional leadership. The two forms of leaderships are seen to have a diverse relation to cultural and organizational boundaries studied in a number of research cases (Aarons, 2006, p. 1163). There are cases where leaders use both forms of leadership to enhance the output of their commitment to the organizations. Scope The purpose of this paper is to discuss the relationship of transactional and transformational leadership. Specifically, this paper looks at how transactional and transformational leadership interact with one another, particularly how transformational leadership augments transactional leadership. In order to look at this interaction, there is first a description of the characteristics of both leadership types. Next, an example of transformational leader is used in an effort to look at how transformational leadership augments transactional leadership. Transactional and transformational leadership has been of great interest to many researchers in the current era. Adopting either transformational and transactional leadership behavior helps in the success of the organization (Laohavichien et al., 2009). This might be the reason that different authors of the recent past considered transactional and transformational leadership as predicating variables and investigated their relatedness with other criterion variables. Both transformational leadership and transactional leadership help in predicting subordinates' satisfaction with their leaders (Bennett, 2009). However, in some situations both cannot provide