Within this leadership framework, leaders motivate employees by directly promoting and modeling the desired personal commitment to the organization in a manner that often transcends the boundaries of the vocational environment. Instead of viewing their employment as merely an occupation or a quid pro quo arrangement, employees within a transformational organizational culture incorporate elements of their employing organization into their personal psychological orientation. In that regard, the mission, goals, and values of the organization become part of the employee's persona in a manner that often generates much higher levels of personal commitment than purely transactional leadership schemes.
Typically, transformational leadership relies on social rituals that encourage the melding of personal identity and organizational values and objectives. For this reason, transformational leadership style is most suitable for sales staff, because the clarity of organizational goals of increasing revenue are directly related to the specific efforts of employees (Bass, 1997; Bass & Steidlmeier, 1999). However, precisely because transformational leadership demands such a psychological investment, that motivational framework is also susceptible to burnout, especially in sales-oriented vocational environments.
Transformational leadership is also applicable to organizational missions that manifest a moral focus, such as environmental conservation, religious commitment, and social concerns. In addition to being well-suited to the specific leadership techniques within transformational motivation dynamics, employees motivated by morally-based organizational values are less likely to experience burnout by virtue of the independent value of the organizational focus. While this is generally true of transformational leadership within organizations in general, it is particularly true where the employees share the organizational values before their employment within that organization (Bass & Steidlmeier, 1999).
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