Transformational leadership stems from George MacGregor Burns (1978) Model of Moral, Transaction & Transformational Leaders. According to Burns an amoral leader cannot be a true leader. In this way he creates dichotomy of morality in leaderships. While a moral leader is a real leader in Burns' eyes an amoral leader is one who exhibits naked power coercion like fascists and dictators and hence viable of becoming infamous. He goes further to classify a moral leader into Transactional and Transformational Leaderships.

Moral Transactional and Transformational leaderships only differ in their set of peculiar model values. While transactional leadership follows the doctrines of honesty, responsibility, fairness and honoring of ones pledges, Transitional leadership believes in Liberty, Justice, Equality and Collective wellbeing (Burns). Of the sixteen t

Transformational leadership is based on the assumption that association with a higher moral position is motivating and will result in people following a leader who promotes it and also that, collaborated efforts are far more productive than those done individually. Hence Transformational leadership is a process where leaders and followers engage in a mutual process of helping one another in mounting up a staircase to an elevated position in morality and motivation. Hence these leaders are highly idealistic and value oriented.

They may also overlook implications that might occur in the long run while being deeply indulged in day-to-day affairs. They may also neglect interpersonal niceties or minute details of an issue owing to their broad-based vision. On failure of someone grasping their point of view or failing to understand them they may get disturbed and impatient. If someone resists the rules set and followed by them, they may also get inflexible. Owing to their affinity with traditional standpoint, they may also expect others to conform to standard operating procedures and thus not encourage innovation and novelty. Also, while ISTJ may excel in any career they are less likely to do well in a kind of work requiring abstract thinking or interpersonal spontaneity.

In order to inspire a worker into higher levels of teamwork, there are certain things a leader must be, know and do. Leaders therefore are not resting on their laurels. leadership, as initiated by the Burns theory can only be carried out by applying noble attributes of beliefs, values, ethics, character, knowledge and skills. In this way leadership becomes something that one develops and renovates continuously through constant self-analysis, education, training and experience. This is the only way to improve their leadership skills.

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