Transformational leadership theory is based on the concept of some kind of cooperation of greater benefit. These are the qualities needed for managing change. The impact of these attributes on people who undergo significant structural reforms can be summarized as:
(1) Building awareness of value and importance of projects
(2) Focusing on their ideas about group goals rather than just personal interests
 Appeal and Activation of Their Prospective Needs
Honesty and Compliance Required
In my opinion, and on the basis of my experience, I find it out of all leadership, a transformation leader is particularly relevant to effective change management – especially in the context of major changes. This leadership style is often seen in the war of political and military leaders.
It requires pure integrity and personal behavior that is resonant and totally consistent with the message and sight.
A transposition leader is a widespread consciousness in accordance with Harvard Professor James Burns Macgregor.
In fact, it's about encouraging people to become conscious and conscious of what they consider to find it strongly and to make it context where their values have been defined in such a way that they can encourage and encourage take constructive actions.
Assistance to Transformations
In order for this to be possible, the leader needs to take into account the impact of change on their people and especially the transformations they need to go through if the change is successful.
Business philosopher William Bridges emphasizes the transformation and psychological changes that underlie significant organizational changes. He argues that location changes are not as difficult for companies to do as the psychological transformations that the people influence.
These emotional and psychological stages of transformations are very well demonstrated in the Roller Coaster change and which shortens the emotional journey that people experience when moving from Denial to Confirmation.
The transformation method also depends on gaining people's trust. This is facilitated by an unconscious assumption that by following the leader, the people will also be changed, informed or increased in some way.
An example of this was the way in which Winston Churchill, the prime minister of the British government, early in the First World War, made great trust in the hearts of the nation, and contributed to the strong sense of the nation's self-image and resolution to continue fighting – whatever costs.
As a rule, sometimes major organizational changes, people feel anxious, insecure and demotivated. Another function of transformational leaders is to provide inspiration for inspiration, positive energy. This is even more necessary in the current economic situation