Summary The article Transformational leadership and service quality in UAE hospitals was written by Naceur Jabnoun and Aisha Rasasi in 2005. The authors examine the relationship between service quality and transformational leadership in UAE hospitals (Jabnoun & Rasasi, 2005, p. 70). The researchers examine patients’ perceptions of service quality. Moreover, they investigate medical workers’ views on the leadership strategies adopted by hospital administrators. One of the tasks that the scholars set is to determine whether transformational leadership can contribute to the improvement of service quality in medical institutions. In particular, they focus on such aspects as reliability, empathy, or responsiveness (Jabnoun & Rasasi, 2005, p. 75). Furthermore, this study is supposed to throw light on current practices used in UAE hospitals. Researchers pay close attention managers’ ability to implement the principles of transformational leadership. These are the main questions that Naceur Jabnoun and Aisha Rasasi examine. Key Learning Points There are several words, phrases and expressions that the authors consistently use in their article. One of them is service quality (Jabnoun & Rasasi, 2005, p. 70). It should be noted that the authors single out several dimensions of quality, namely reliability, empathy, responsiveness, assurance, and tangibles (Jabnoun & Rasasi, 2005, p. 75). The key point that the authors make is that service quality can and should be measured quantitatively. These data should be the main indicator of organizational efficiency. The second concept which the authors frequently mention is transformational leadership. This term describes a variety of strategies that enable a leader to bring improvements through intellectual stimulation, active encouragement of worker’s initiatives, and creating a vision that appeals to employees (Marshall, 2010, p. 4). One of the ideas that the authors emphasize is that transformational leadership is strongly related to service quality. Additionally, one can refer to such a concept as transactional leadership which the authors compare to transformational approach (Jabnoun & Rasasi, 2005, p. 73). This model implies that a leader strongly relies on rewards and punishments in order to improve the performance of employees (Marshall, 2010, p. 17). Yet, little attention is paid to the intellectual stimulation of workers and their values (Marshall, 2010, p. 17). These are the notions that the authors focus on. In my opinion, these concepts are of great importance to business administrators. Statements relevant to the session This article contains some statements that are relevant to this course and the readings. In particular, I would like to distinguish the following claims made by Naceur Jabnoun and Aisha Rasasi in their research article:  1. “Transformational leaders guide their subordinates toward performance beyond established standards and goals – emphasizing employee empowerment, rather than dependence” (Jabnoun & Rasasi, 2005, p. 72). Overall, this sentence describes the main principles of this leadership approach.  2. Transformational leadership can be “associated with higher quality and productivity while management by exception