We can meet various leaders everywhere, regardless of a small or large organization. We used to be a leader and want to be a leader. If so, who is the effective leader? I believe that the effective leader must think in advance organizational goals rather than individual goals, motivate people and guide them in right direction against a coming economic and cultural change. We used to classify the leader as transformational leader and transactional leader. After reading Suzanne's case, I think that Suzanne has charismatic, transformational leadership. The reason is as follows: First, Suzanne is charismatic. Second, she creates a vision to guide and motivate employees. Third, she gave supportive leadership to group members and recognized individual achievements. Fourth, she practiced empowerment by involving team members in decision making. Fifth, she has creative thinking. Last, she led by example.
             As I said, Suzanne is considered an ideal, charismatic and transformational leader, which differs from transactional leaders who control people by negative feedback, threats, or disciplinary actions.
             To take a closer look at Suzanne's attributes, the comparison of transformational leadership and transactional leadership is as follows.
             Transformational leadership contains four components: charisma or idealized influence (attributed or behavioral), inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985, 1998, Bass & Avolio, 1993). In contrast, transactional leadership involves contingent reinforcement. Followers are motivated by the leaders' promises, praise, and reward, or they are corrected by negative feedback, reproof, threats, or disciplinary actions. The leaders react to whether the followers carry out what the leaders and followers have "transacted" to do.
             I would like to explain Suzanne's attributes of transformational leadership through the case given.
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