ABSTRACT
The basic challenge of leadership is to engage the minds and efforts of individuals so they will want to work toward a particular goal, and so they will begin to think differently about that goal and their relationship to the organisation. The term 'transformational leadership' has been adopted to embrace this concern of, and describe the activities required of, millennium leaders. Transformational leadership is the required and most effective style of our National Health Service (NHS) leaders, as compared to an exclusively traditional, top-down, 'bridge to engine-room' approach. Transformational leadership illustrates how the relationship between follower and leader is 'transformed' from exchanges, by appealing to the higher needs of the follower(s). The primary objective was to identify common observable behaviours of leaders which contribute to perceptions of the most and least effective leadership styles.
