变革型领导者相信，领导者在做他所宣扬的事情的时候，就有能力影响下属。作为领导者的人是被下属视为跟随者的榜样(Shin，和Zhou, 2003)。这些领导者总是通过他们的活动来赢得下属的尊重和信任。他们通常把下属的需求放在自己的需求之前，为追随者放弃个人利益，并显示出高耸的道德行为基准。这些领导者对权力的运用是为了操纵他们，以实现企业的总体目标(Wang et al.， 2011)。
变革型领导者为下属提供指导，并奖励他们的创新和创造力。根据下属的知识和才能，对他们进行不同的照顾(Gong, Huang和Farh, 2009)。他们被赋予作出判决的权力，并在执行判决时得到必要的鼓励。
The transformational leaders provide encouragement to their subordinates for being creative and innovative. They give confidence to fresh concepts from their subordinates and under no circumstances condemn them in public for the errors carried out by them. These leaders concentrate on the origin of the issues, but do not concentrate on the censuring element of it (Piccolo and Colquitt, 2006). They do not hesitate to discard any previous custom that has been laid down by them, if it is seen to be not effective to the fullest.
The transformational leaders keep faith in the point of view that the leaders will be capable of influencing the subordinate people just at the time of the doing the things that are preached by him. The people who are the leaders act as the examples that are looked upon for following by the subordinates (Shin, and Zhou, 2003). These leaders for all time win the respect and trust of their subordinate people with the help of their activities. They in general put the needs of their subordinate people before their own requirements, give up their individual profits for their followers, and reveal towering benchmark of moral behaviour. The utilisation of authority by these leaders is targeted at manipulating them for striving for the general objectives of the business firm (Wang et al., 2011).
The transformational leaders provide mentorship to their subordinate people and recompense them for innovation and creativity. The subordinates are taken care of in different way in accordance with their respective knowledge and talents (Gong, Huang and Farh, 2009). They are given power for making judgements and are offered with the required encouragement at all times for implementing their verdicts.