Transformational leadership and transactional leadership have become a fascinating issue for research since the work of Burns and Bass. The hype which has been created by business statistical studies about transformational leadership has been examined. In this research, it is argued that the construct of transformational leadership has been distorted, and practically non-existent. Instead of transformation of the system, the earlier research has merely seen success and profits to declare leaders as transformational leaders.  Empirical examples are provided when people have gained success by using unfair means, and transformational leaders failed because they did not adopt the right tactics.

Transformation and transformational leadership is thoroughly explained. According to the criteria of transformation and transformational leadership, it is debated whether or not Mohandas Karamchand Gandhi, Muhammad Ali Jinnah, Zulfqar Ali Bhutto and Mujib-ur-Rehaman were transformational leaders though they achieved their stated goals. This research concludes that the achieved goals brought more benefits to them than the real stakeholders (meaning ordinary people).

However, it is accepted that the popular or so-called transformational leadership may be good to achieve one-point agenda, but it may not bring the required change and fruitful results to all stakeholders if it is not backed by a transactional strategy. The future research may switch the direction and evaluate the role of transactional leaders in the growth and strengthening the micro and macro organizations. Moreover, a new construct of consequential leadership is given in the research. The argument of research is that apparently appearing transformational leaders could be consequential leaders. Other researchers are invited to do further research from the perspective of consequential leadership.

This research not only is useful for researchers and academics, but provide insight to managers, practitioners and consultants. The article is available through Emeralsight http://www.emeraldinsight.com/doi/full/10.1108/IJPL-03-2017-0014 and academic databases. However, if you do not get access to the article, please feel free to send a request for a copy of the article.

Nadeem Yousaf

04 November, 2017