In spite of the widespread study that focuses on leadership, the issue of ethical leadership continues to be challenged with inconsistencies, paradoxes, and contradictions. Desire to have ethical leaders has led to numerous changes in leadership styles. One of the recent leadership styles is transformative leadership. Caldwell et al., posit, “One benefit of becoming a transformative leader is that greater trust will be developed between the leader and their followers” (2012, p. 176). Indeed, “…leadership is more about the followers than it is about the leader” (Bennis Caldwell et al. 2012, p. 176). Without followers, there can be no leader. An individual becomes a leader if he or she has a group of people that he mobilizes to pursue a mutual objective. Bennis and Nanus allege, “To merit the trust of organizational stakeholders, the leaders of tomorrow’s organization must raise their standards, demonstrate their character and meet the expectations of a cynical but increasingly complex world” (2007, p. 123). Bennis and Nanus posit that for a leader to succeed one ought to entrust cohorts with activities, transform the cohorts into leaders, and transform the leaders into instruments of change. The sentiment proves that for a leader to succeed, he or she has to depend on his followers. A leader can hardly succeed in achieving organizational goals without drawing the followers close. The role of a leader is to oversee organizational operations and give advice on areas that require changes. Consequently, a leader has to rely on followers for all organizational activities. Caldwell et al. (2012) formulated a “transformative leader” model that leads to ethical leadership by emphasizing on the importance of ethical practices like charisma, humility, values, principles, and servant leadership as some of the tenets of a transformative leader. According to Caldwell et al. (2012), a transformative leader is a servant leader. The leader ought to devote his or her attention to the interests of his or her subjects. Caring about others is one of the organizational ethics. Charisma refers to the ability of a leader to inspire others. By emphasizing on charisma in their “transformative leader” model, Caldwell et al. implies that a leader ought to establish a cordial relationship with followers. Charismatic leaders back an exceedingly moral purpose. Hence, a leader that meets the model would surely be ethical. Mayer et al. allege, “A good ethical leader should first of all be truthful to themselves before they can effectively lead others” (2012, p. 152). Without moral identity, it would be difficult for a leader to become an ethical example. Moral identity is associated with good behavior like charitable giving. A leader with moral identity treats all the followers with equality and is trustworthy. Conversely, a leader that does not have moral identity exhibits unethical features like dishonesty and greed. Hence, such a leader does not portray ethical behavior and cannot be an ethical example to cohorts. Employees learn through observing their leaders. Hence, majority of the employees borrow their behaviors from their leaders (Mayer et al. 2012). A leader without moral identity would lead to e