Patricia is a leader in the Army. As a leader in the Army you have to lead by example. She is always setting goals for future achievements to enhance my career. As a Captain to prepare for promotion to Major there are military education and civilian education requirements that she must achieve and complete prior to putting a promotion packet together. She owes it to her subordinates to know what is required of them to prepare them for their next level of promotion. This is an example of transformational leadership preparing for a higher level. She allocates time to research any requirement needed for all my Soldiers to excel in their career field. To better prepare the Soldier’s with what training, military education and civilian education requirements for their future. In the military she is described as a participative leader. This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that my Soldiers respect. The Soldiers do not expect the leader to know everything. That is why she employ’s the most knowledgeable Soldier on that particular mission. That type of leadership style allows the Soldiers to work together as a team and fill a part of decision making process which increases moral. Also as a leader she recognizes her Soldiers for their outstanding accomplishments. If we are training for a certain mission and a Soldier does more than what is required of him or her. She does take the time to prepare the proper paperwork for them to receive an award. On their evaluations she sets them up professionally for the next level. The enlisted Soldier receives points for promotion off of any award that is warranted. That is an example of transactional leadership a Soldier receiving an award for their performance from the leader. She is a fair leader and she also leads from the front and not the rear. Any awards that she grants are well deserved. Transactional leadership focuses on the exchange between leader and follower (Northouse, 2004). Transactional leadership centers around the contingent exchange of rewards based on performance between leaders and followers (Shivers- Blackwell, 2004). Bass and Steidlmeier (1999) argue that the difference between the both is that transformational leadership is an enhancement rather than a substitute for transactional leadership. They assert that effective leadership is based on a blending of the two theories given that most leaders exhibit a combination of characteristics from both theories. To be effect leaders need to balance their daily objectives, which are transactional with their desire to motivate and elevate their team, which is a transformational ideal. Leaders who are able to create a mixture of the two styles are able to achieve corporate results while creating an atmosphere of empowerment, teamwork, and growth (Northouse, 2004). She has the traits to display both transactional and transformational leadership. Transformational leadership theory differs from previous leadership theories in two other important ways. First, transformational leadership theory does not look at leadership styles on a continuum with initiating structure (transactional) style on one end and individualized consideration on the other. Rather, transformational leadership incorporates the two styles. A transformational leader must perform some combination of the transactional functions (plan, direct, organize, control) in order to build respect and trust. Only then can the individualized consideration functions of coach, mentor, and facilitator be used as a transformational style. Consequently, a transformational leadership style augments the transactional leadership style (Bass 1985). Therefore, a transformational leader must deal with others as in an exchange relationship that builds trust in a social exchange relationship and incorporating obligations beyond formal or written obligations (Blau 1964). She builds trust and respect with my Soldiers by implementing their ideas in the strategic plan for the mission. Second, transformational leadership theory goes beyond economic, social, or even psychological exchange relationships. A transformational leader gets people to work towards some higher purpose or goal rather than influencing them into having expectations of receiving a specific economic benefit. Transformational leaders develop covenants with others that go beyond the economic, social, or psychological contracts promoted by transactional leadership (Van Dyne et al.Tijoriwala 1998; Bass and Steidlmeier 1999). Covenants go beyond contracts in that organization members accept the organization’s common values and beliefs that are articulated by the transformational leader (Van Dyne et al. 1994).