We have identified Lynn Tilton to be an active and effective transformational leader who engaged in all four sets of leader behaviour.

The first set is inspirational motivation. This is seen from the establishment of the company’s vision to rebuild America, one company at a time, one job at a time, in an attempt to fix the U.S economy. There is an urgent need to transform companies with portfolios of distressed debts into profitable turnarounds. This motivates employees to work towards a common purpose to save the manufacturing line.

Next, Lynn Tilton exhibited idealized influence when she "started on Wall Street as a single mother, working 15-hour days and putting herself through Columbia's business school". She even has “detailed knowledge of metal alloys and machine tools”, which was considered rare for a woman. These demonstrated great commitment and persistence, which are desired influences for the company to realize its vision. Employees can therefore learn from this role model.

Thirdly, individualized consideration entails behaviours associated with providing support, encouragement, empowerment and coaching to employees, by paying special attention to individual needs of followers and allowing them to self-actualise. Lynn Tilton displayed this leader behaviour by being able to quickly bond with workers with her earthy jokes. She was also seen to be liked by workers. These interpersonal connections made with employees were ways in which Lynn showed care and concern to individual needs.

The last set of leader behaviour is intellectual stimulation. Lynn Tilton challenged the norm by venturing into an unlikely corner of the economy: down-and-out industrial firms. She even sought to improve the situation by strategising to buy manufacturers headed for the scrap heap and bring them back to life. Employees were also allowed to question the status quo. For instance, there was a United Steelworkers union staffer who led a tense negotiation with her.