rsonal 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.

According to David Day (2014), as spectacular as transformational leadership looks it has its limitations and criticists. It believed that this particular type of leadership only slightly take interest in the role of individuals within the process. It was also added that too much attention is paid to the way the leader affects its followers rather than on the goals and organisational performance. Yukl (2006) specifies further by stating that there is not enough clarification given as to the background information on what influences transformational leadership processes as well as the ways the leaders manage to create such well performing groups. It is also suggested that further research should be carried out to understand how exactly leaders influence and build the trust and mutual working relationship between themselves and their followers. What is more, as Day carries on, the transformational theory has been also criticised for ‘one size fits all’ approach of a leader whereas it may very much depend on an organisation, its process, culture or different situations they are found in.

There are many comparisons found between transactional and transformational approaches. According to Avolio B. & Bass B. (2001) transformational theory expand on foundations of transactional and therefore is more effective in achieving common goals as well as personal satisfaction of the followers. A very interesting image of association between leadership styles and gender emerges from findings of William Rosenbach (2018) who established that women are more likely to take transformational approach to leadership than men who, in turn, expose more of transactional approach. According to the author men are better suited for carrying out disciplinary and corrective processes. Women however, look beyond rewarding which is a main trend of transactional leadership, they a