Main features leadership – Charismatic, Transformational, Transactional Charismatic leadership is a leadership style that involves the use of inspiration and motivation to attract and keep followers. Normally, charismatic leaders are highly concerned about their surroundings and the mood of their would-be followers. Transformational leadership on the other hand resembles charismatic leadership in relation to inspiration and motivation. However, they differ in relation to scope whereby, transformative leaders are after transforming their followers and influencing or causing change in their beliefs and social status while charismatic leaders are egocentric in nature. Finally, transactional leadership involves individuals’ acceptance to follow a leader after being offered something in return. It focuses on compliance of the follower to the standard set by the leader in exchange of payments. The aspect of reward differentiates it from transformational and charismatic theories of leadership (Chemers, 2000). Three behaviours according to Yukl Yukl (1999) identifies three behaviors including inspiring, developing, and empowering that should be included in transformational theory. Through inspiration, a leader articulates vision and strategy for the organization, thus influencing followers to become enlightened, energized, and focused on working towards the fulfillment of goals of the organization. In relation to developing, followers are allowed to use their skills, including those skills that were previously subconsciously dormant. In addition, the leader improves self-awareness and self-confidence of followers, which simultaneously enables them to use their skills effectively. Finally, empowerment involves the ability of the leader to offer authority or voice to followers wholesomely, giving them permission to act at their own will. It is a kind of power-sharing offer given by the leader to followers within the organization’s structures (Yukl, 1999). Yukl’s Criticism of Current Transactional Theory of Leadership In his criticism of current theory of transactional leadership, Yukl states that the theory fails to make a strong link between transaction leadership as a process of leader-subordinate exchange and each of the transactional behaviors. The theory further explains that transactional leadership is a reactive behavior that does not involve the exchange process, which gives a leader an exception to wait until a problem becomes severe before responding with a solution. The theory does not explain how the leader deals with performance problems; that is, there is no description of steps the leader takes to correct mistakes when they are discovered. Yukl further states that monitoring of the subordinates’ performance to facilitate transactional leadership is not clearly explained while its existence is in doubt (Yukl, 1999). Personal Theory of Leadership My personal theory of leadership is Servant Theory, which involves a leader helping followers to achieve their wellbeing first before attaining other goals. The leader’s primary motivation is a deep desire to serve others, in this case, his/her followers (Winkler, 2010). It involves sacrifices made by both the leader and followers to serve the public and not limiting their se