In 1978 after Burns released his book titled, Leadership, researchers began focusing on the concept of transformational leadership as it involved the addition of ethics and morality when considering leading followers. This marked a huge shift from transactional leadership theories in that leaders should move away from the traditional management theory and focus on fostering positive relationships with followers. Transformational leadership shifts the focus on using followers to the organization's end goals through transactions, to focusing on followers as people and their professional development, focusing on the wants and needs of both followers and leaders. Transformational leadership leverages both the followers and leaders to help accomplish the organizational objectives by helping both parties "transcend self-interest (Dugan, 2017)" to focus on organizational goals. The four types of behaviors are as follows: Individualized- is when leaders will act more in a mentor or coach capacity for the followers. Leaders assist followers with personalized attention, ensuring that each follower is treated like an individual and their comments and concerns are listened to and addressed. Followers are treated as people and not production machines to accomplish the goals. Intellectual- is when leaders focus on challenging the status quo, creative problem solving, basic rational, and intelligence. Leaders offer intellectual stimulation by providing followers with challenging