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development (2nd ed.). Eagan, MN: Thomson-West. Naval Reserve Officers Training Corps. (undated). Leadership and management: Transactional and transformational leadership. Retrieved March 29, 2004 fromhttp://nrotc.wisc.edu/battalioncourses/naval Odom, L. & Green, MT (2003). Law and the ethics of transformational leadership. Leadership and Organization Development Journal , 24 (1/2), pp. 62-69. Rice, JB (1993). Transactional and transformational leadership: an analysis of male and female leadership styles in Delaware public schools. Abstract of EdD dissertation completed at Widener University, Pennsylvania. Retrieved August 3, 2006 from http://muse.widener.edu/~egr0001/Dissertations/RiceW.html Sanders, JE(3 rd ), Hopkins, WE & Geroy, GD (2003). From transactional to transcendental: toward an integrated theory of leadership. Journal of Leadership and Organizational Studies, 9 (4), pp. 21-31. Sheppard, P. (2002). Leading the turnaround: Lou Gerstner of IBM . Wharton Leadership Digest . Retrieved August 3, 2006,

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[1] [2]

Reduced to five in the 1995 work of Hipp and Bredeson (as cited in Leithwood & Jantzi, 2000). In some works, idealized influence is divided into two groups. In idealized influence (attributes), followers identify with and emulate leaders seen to have attainable vision. Idealized influence (behaviour) refers to that behaviour that results in people wishing to follow leaders (Barnett, McCormick & Conners, 2001). [3] Teleological ethics are those based on scrutiny of the consequences of actions. Deontological ethics give greatest consideration to upholding promises and maintaining universal values or principles (see Israel and Hay 2006 for a full discussion).

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