nger able to offer enough flexibility; it is also mentioned that ‘command and control, egocentric and autocratic’ style is referred to as not durable, forceful and not providing enough motivation. Richardson adds that it can often be damaging to reputation of organisations. The fact was also noted by Bass (2009) who states that if within organisations were only transactional leaders then their approach, and therefore success of that organisation would be impacted as corrective action needs to be taken much earlier than when the issue becomes noticeable.

It is true however that this style of leadership is still very much prevalent in organisations nowadays. It is also agreed that transactional style of leadership is found mostly in managerial positions where performance of an employee is rewarded with pay rises, bonuses or promotions. Those are still quite popular ways of recognition and that a lot of individuals still feel satisfied with. The constantly changing factors, both external and internal as well as individual needs and perceptions may force the leadership style to transform and adapt accordingly in order for organisations to go forwards and move away from the traditional approaches.

This thought leads to transformational approach to leadership. As explained by Bertocci in 2009 transformational leadership style encourages individuals not only to reach performance standards but to exceed the expectations of a leader. Three fundamental traits enabling a leader to achieve that are listed as charisma being an ability to embed a ‘sense of value, respect and pride’ and to share the common vision, paying attention to an individuals’ needs and allowing them to grow both on personal and professional levels as well as encouraging individuals to be innovative and come up with fresh ideas. The main aim of transformational leadership is to provide followers with internal rather than materialistic rewards so that they interested in working towards a long term, more substantial goal. Rosenbach (2018) continues to agree with Bertocci by stating that transformational leaders aim to achieve future goals and develop long reaching plans. They motivate individuals by ensuring their development is not overlooked and ensure their interest lies within the success of the organisation they are involved in. Those leaders are not afraid to give new projects and challenges out, but they are very wary of personal limitations of individuals they work with therefore try to ensure the risk is minimal by ensuring enough support is given during the process. Leaders must be confident in speaking to people, communicative and open to them in order to be seen as transformational leaders (Phaneuf et all, 2016). Similarly to transactional model of leadership, transformational can be found in workplace managers however as Rosenbach emphasises, those are very strong managers with a full range of managerial skills.