ABSTRACT
When we were trying to implement transformational leadership in the Department of Labor and Employment Security in Florida, we experienced monumental barriers created by administrators who were instrumental in presenting obstacles that nullified the effects of our leadership. These particular barriers, which limited the position power of a leader, were what Kerr and Jermier1 refer to as "neutralizers." For example, when we asked administrators to empower teams to improve processes, we met resistance from administrators who were quick to point out that rules, regulations, and policy prevented the use of teams. Thus, they were able to neutralize our leadership.
