Transformational Leader Behavior According to Clawson (2006) transformational behaviors of leaders are idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation. “They have a positive, optimistic outlook, and understand and good intuition about other’s needs” (Avolio & Yammarino, 2002, p. 262). A transformational leader changes and raises motives and values as well as goals of followers (Wren, 1995). Observable behaviors of a transformational leader are open two-way communication that gives followers awareness of situations and better understanding of company happenings. Steps for implementing transformation of an organization are recognizing the need for change, managing the transition, creating a new vision, and institutionalizing the changes. A leader can implement both transformational and transactional approaches simultaneously by empowering followers and use rewards and punishment for task completion. Where I work, this was achieved during the change of the company from a single site property company to a multiple property company. Several changes needed to be made to information systems throughout the company. Management used empowerment and autonomy to motivate staff and used rewards for reaching milestones. So both transactional and transformational leadership was used in the implementation of the company change.

References
Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald.
Clawson, J.G. (2006). Level three leadership: Getting below the surface. (3rd ed.). Upper Saddle River, NJ: Pearson. Retrieved from University of Phoenix materials page February 09, 2013.
Wren, J.T. (1995). The leader’s companion: Insights on leadership through the ages. New York: The Free