Currently, every organization is in need of a visionary, innovative, and inspiring leader. If organizations are to overcome their current challenges, their leaders should motivate employees and come up with quality management measures (Hunsaker 2009, p. 43). In this paper, the leadership style and delegation style of Mr. Mohammed Gheyath are analyzed. In the case study, Gheyath portrays a transformational leadership style. Transformational leaders recognize transactional desires among their followers and try to inspire them to achieve their full potential (Bosher & Hazlewood 2008, p.4). The article asserts that Gheyath is determined to influence the culture of his organization (Culpin, Scott & Gheyath 2012, p. 3). His ultimate wish is to see the employees enhance their self-esteem, become more creative, become more flexible, and accept changes with ease. Gheyath allows his subordinates to discuss their issues with him whenever possible. Through training, motivation, reflection, and admiration, he has been able to come up with an ideal organizational culture in his programs. In the programs, every employee is given a chance to be a leader and bear ultimate accountability. Gheyath has defied viewpoints and contemporary working practices and created a group of leaders that flourish and are resourceful to his organization. By practicing transformational leadership styles, he will ultimately enhance the commitment of his employees (Douglas & Lien 2013, p. 56). He has strived to meet the needs of his employees and has become a beacon of hope in the organization. By doing so, he has been able to encourage his employees to increase their productivity. Based on these illustrations, it is apparent that Gheyath is a transformational leader. Gheyath’s initiatives were effective owing to his unique leadership style. His programs have been a success because of his ability to enhance lateral delegation between the employees. He has enabled the employees to share some of their tasks. He has guaranteed them that the success of the organization would be credited to those responsible (Culpin et al. 2012, p. 3). Gheyath has assured them that he is ready to bear full accountability for their errors and erroneous decisions. Through this, he has been able to stir up innovation among his employees. By employing lateral delegation techniques, he has been able to promote skill development among the employees. At the onset of the program, he appointed six leaders among the employees. He allowed them to play his executive roles for two weeks. In doing so, he enabled them to enhance their managerial roles and become more resourceful to his organization. Gheyath understands that the more his employees embrace lateral delegation, the more they would be accustomed to changes in the future (Senter 2003, p. 43). Equally, his lateral delegation style implies that he has a high level of respect and faith in his workers. If this were not the case, he would not have allowed some of them to assume his executive roles. His organization must have been flexible enough to accommodate the changes. For instance, allowing six leaders to assume their roles would have been hard for a conservative organization. As such, subordinate employees would have sabotaged the program owing to