ransformational leadership is one of the most widely studied styles of leadership (Avolio, Walumbwa, & Weber, 2009) and has been recognized as an effective style to address organizational tensions and aid in overall performance (Bass & Riggio, 2006). Specifically, the literature on transformational leadership has demonstrated its positive effects on a number of organizational outcomes, including improved performance at the managerial (Hater & Bass, 1988; Waldman, Bass, & Einstein, 2011), staff (Zohar, 2002), and team (Bass et al., 2003; Howell & Avolio, 1993) levels. Transformational leadership is also associated with improved staff attitudes, such as job satisfaction (Podsakoff, MacKenzie, & Bommer, 1996; Walumbwa, Orwa, Wang, & Lawler, 2005) and organizational commitment (Bycio, Hackett, & Allen, 1995), as well as decreased negative outcomes, such as turnover intentions (Bycio et al., 1995) and burnout (Constable & Russell, 1986; Corrigan, Diwan, Campion, & Rashid, 2002)