Introduction Leadership is defined as “influence” and “relationship” between constituents and leaders. An essential principle of leadership is serving others. I perceive my own leadership as an activity that involves honesty, integrity, character, effort, responsibility, and patience. These traits demystify the glamorous ideology of being a leader. But leadership is also described as art and science where creativity, skills, and talent can be cultivated to produce both short- and long-term improvement and results. This essay is about leadership theory and my experiences of leading a team in the workplace. Transformational leadership is usually practiced in my organization – it is an effective method of leadership. This activity has made our team different from the others. Transformational leadership is derived from motivational theory. Transformational leaders motivate others, especially followers, to do more than what is expected, or more than what they thought is possible. I do this and am proud to be called a part of a pool of transformational leaders providing necessary motivation that has led to organisational performance. Along with the practice and observance of transformational leadership in our organisation is the study we regularly conduct about this kind of leadership. From what I learned from the literature, transformational leaders provide “challenging expectations” and expect greater performances from their followers (Bass 1998). Transformational leaders stimulate followers’ intellect and motivate their level of consciousness regarding the relevance and value of possible outcomes and ways of attaining them. There might be disadvantages in being a transformational leader, but I don’t want to delve in that. It is advantageous to see the light in people who become inspired working for transformational leaders, because we transform not just behaviour but personality. Should that be the case, then I don’t think we can get away with teams without transformational leaders. This is a necessity in the twenty-first century, in a material world bereft of spirituality. Having said this, I would like to lay bare my own philosophy – to be spiritual in a material world. Organisations with teams working for this philosophy will surely experience transformation, and you experience no problems about job satisfaction, organisational performance, or employee turnover. In the workplace, before I am entrusted a high position I should know how to lead myself, or discipline myself. Drucker’s concept of self-management powerfully reinforces this principle. It prompts leaders to gain critical understanding on self-management, as they address the internal foundations of leadership (Darling & Nurmi 2009). Referred to as the charismatic leader, the transformational leader has specific behaviours that are unique – in addressing conflict and coping with stress, as they possess strong self-control, conviction, and “locus of control” (Romano 2007). Transformational leaders have strong self-confidence, and show complete confidence when leading people. Leaders who are confident in what they are can translate these success outlooks in their followers. When it comes to personality, a study by Bono and Judge (cited in Romano 2007) found extraversion to be strongest and most constant. Some few decades ago, leadership was a trait or characteristic needed by supervisors or middle-managers, and top management was assigned complex roles li