Transformational LeadershipWhile working in a team, if you have ever noticed a situation where a person or individual emerges as a leader and inspires others with his clear vision of goals and passion towards work and thanks to which his team members feel a boost in their motivation, this person can be called a transformational leader. The business dictionary defines transformational leadership as a form of leadership style in which the leader recognizes the desired change and then crafts a vision to drive the change using inspiration, and achieves that change with the dedication and loyalty of team members . The transformational leader elicits positive change in his disciple not only because he himself is generally vigorous, passionate and fanatical, but also because he inculcates these qualities in his followers. These leaders not only pay attention to their own goals, but are also very interested in helping each individual member of the group ensure their individual success. Components of Transformational Leadership According to Bernard M. Bass's theory of transformational leadership, transformational leaders garner trust, respect, and high regard from their followers. He recommended four different components of transformational leadership.1. Intellectual Stimulation: Transformational leaders are normally known for not only challenging the status quo, but are also known for encouraging inventiveness among followers. They push their followers to become truly innovative and creative. These transformational leaders convince their followers to discover new ways of doing things and explore new learning opportunities.2. Individualized consideration: Transformational leadership involves… half of the paper… this study states that there is a positive and significant relationship between the three subscales of authentic leadership and altruism, while denying that there is any mediating relationship provided by job satisfaction overall. The objective of this study was to examine whether authentic leadership was more effective than transformational leadership in predicting organizational citizenship behaviors and, therefore, a series of hypotheses were constructed and examined, the results of which are summarized below. Findings such as these are important in guiding leaders in creating organizational cultural policies and norms that can act as interventions to elicit employee altruism. An important observation is that the one subscale of authentic leadership did not have a positive and significant effect on employee altruism. it was that of morality and ethics.