Performing beyond what is required is not even on the horizon of possibility. Such an organization will not excel. There is no foundation of relationships from which action on the part of employees, all employees including management and supervisory employees, will or can be taken. Of course, the answer is the one that can be trusted. Researchers at California University San Marcos, University of Miami and University of Alabama studied transactional and transformational leadership styles to see which one resulted in employees performing more duties beyond what was normally required.
Transformational leaders have a tendency to be charismatic.
Such leaders seem to be able to cast the employee-supervisory relationship outside the economic relationship. In the social exchange between this kind of leader and employees, employees have positive attitudes about organizational goals obliging them to work performance beyond what is required by their jobs. Researchers think this is because transformational leaders are able to inspire and appeal to their employee's since of fairness and trust, which results in creating positive social exchanges between the employee and their organization. Their followers are compelled to work harder and conscientiously, making suggestions, performing extra duties, and helping others. Employees are treated as ends rather than means.