Transformational leadership consists of four constructs: charisma or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Lim & Ployhart 2004).
These are leaders whose teams always outperform everybody else. These types of leaders are the ones whom everyone wants to be like or to have on their team. How do transformational leaders relate to job satisfaction? Transformational leaders take time to answer the questions of an individual worker. They make the worker feel needed. When team members feel as though they are needed by the team, they are more likely to be satisfied with their job. Transformational leaders act toward other employees like coaches and mentors, and many times are seen more as the person with all the answers then as a higher-ranking employee.
The transformational leader does not have to be the appointed leader either. The transformational leader can be a normal team member with all the traits of a transformational leader, acting to mitigate the diminishing effect that a non-transformational leader has on the team.
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