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A great leader empowers his followers and also turns them into leaders. Jack Welch, a retired American business executive, stated, “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” It is an inherent characteristic of great leaders to promote self‐development among their followers and to motivate them into achieving excellence.

In his 1978 book Leadership, James MacGregor Burns proposed the concept of transactional vs. transformational leadership. In transactional leadership, “one person takes the initiative in making contact with the others for the purpose of an exchange of valued things,” while in transformational leadership, “one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (Burns 1987). The transactional leaders function within a framework of self‐interest, while the transformational leaders go beyond such a framework to induce positive changes among the followers (Martin et al. 2006). It has been suggested that transactional and transformational leadership styles are, in fact, complementary, that transformational leaders also exercise transactional behaviors at some levels, and that transactional behaviors are also required for a transformational leader to be efficient (Peters 2010). Transformational leadership generates a remarkable influence over followers and harnesses their commitment, thereby leading to accomplishments above expectations (Bass and Avolio 1990). A direct correlation exists between emotional intelligence and transformational leadership (Hunt and Fitzgerald 2013).