Transformational Leadership Transformational leadership is a leadership approach that focuses primarily on the leader's attention to charisma and the affective elements of leadership. It is a process that mainly involves changing or transforming people by creating influence with the help of irrefutable values, ethics, emotions and goals. Transformational leadership is often defined as a form of leadership approach that causes changes in individuals and social systems. In essence, it creates valuable and positive change with the main goal of transforming followers into leaders (Northouse, 2012). When implemented in its authentic form, this form of leadership improves motivation, morale or self-confidence, as well as performance. of followers through different mechanisms. For example, evoking emotions that cause followers to identify with the leader; this can be achieved by eliciting appeals through waiver methods such as coaching, mentoring, role modeling, instilling competence, and communicating high expectations. It goes without saying that charisma is attributed to a special gift possessed by some individuals who have the ability to perform extraordinarily (Northouse, 2012). According to Northouse, 2012, the underlying principle of transformational leadership is improving followers' performance with emphasis on four tools that enable them to realize their full potential. First, by promoting individualized consideration, leaders can meet each follower's needs as a coach or mentor. This also includes the need to celebrate individual effort and respect for individual contribution (Kouzes & Posner, 2012). Intellectual stimulation is another factor in which a leader primarily challenges or… in the midst of my work, I have established connected relationships and demonstrated self-discipline during my tenure. This helped me ensure that my staff were satisfied” Implementing the interview results into my leadershipThe role that every manager must play in the workplace is leadership and the interview results made me realize that the relationship I have with my coworkers is not as strong and authentic as what I have with my CEO. In reality, a position like mine denotes leadership and not title, and this explains why I have failed to create the necessary individual influences that support the achievement of a common goal. To be an effective leader, I must act as a coach and consultant to my people and not as a boss. I will also strive to develop authentic relationships linked by mutual trust and respect (Kouzes & Posner, 2012).