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Research demonstrates Transformational Leadership’s (TFL) positive influence on individual and organizational performance. A review of abstracts from 219 studies (2009 – 2014) chronicles TFL’s effectiveness across a broad range of variables, situations and cultures; only 14 studies suggest negative relationships. This paper offers an alternative perspective of existing research and focuses on study results that demonstrate where TFL’s relationship was non-significant, weak and/or in an unexpected direction. The review suggests ethical orientation, authenticity, personality and the subscribed values of the leader or follower can counter TFL’s typical effects. The paper proposes it is time to consider where TFL is not optimal and offers considerations for future study.

Transformational Leadership, Ethics