formational leadership, the principles developed are presented to be fun-
damental and widely applicable to many segments of life ranging from family
and work to sport and classroom. The need for leadership at all levels of
organization is illustrated by the changing U. S. Army.

In World War II, the commitment, loyalty, and involvement of privates to
generals in the U. S. Army was reinforced by belief that they were engaged in
a just cause with the clear purpose to achieve total victory. Beginning with the
Korean "police action," the cause changed from repelling aggression to
containing of Sino-Soviet expansion to maintaining a stalemate. Vietnam was
even more murky; for most, survival for a year until they could be rotated out
became paramount. In the 1990s the Army found itself in separate actions in
Panama, Grenada, Iraq, Somalia, Haiti, and Bosnia. It must be ready to
project and represent the power of the world's only remaining superpower.

A second change is that the Army is now composed of volunteer profes-
sionals. Its minimum educational and intelligence standards for enlistment
have been raised, and the search and application of ever-improving new
technologies continues unabated. Additionally, the force has become highly
diverse in race and sex. Finally, the American society from which the Army's
personnel are drawn has seen the rise of moral relativism and the increased
questioning of the values of honor, duty, and country. Elvis Presley and O.J.
Simpson have become more celebrated than George Washington and Abra-
ham Lincoln.

Instead of preparing and marching off into harm's way to totally defeat
the enemy in as short a time as possible, with the least casualties, Army
service becomes a career itself, or a stepping stone to a civilian career. One
of the ways to achieve the needed alignment of individual soldier interests
with the interests of one's unit, organization, and the Army as a whole is
through leadership at all levels. Whereas commitment and involvement of
these better educated, more intelligent, more fully trained, diverse, techno-
logically "tuned-in," and more skeptical about the ideals of just causes and
patriotic duty personnel may be maintained to some degree by the "carrot-
or-stick" contingent reinforcement of transactional leadership, it is argued
here that much more will be achieved if transformational leadership is added.

A new paradigm of leadership has begun to capture attention. Leadership
is conceived of as transactional or transformational ( Bass, 1985; Burns, 1978).
Evidence has accumulated that transformational leadership can move fol-
lowers to exceed expected performance. It is seen as a particularly powerful

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