Transformational leadership is a style of leadership in which the leader seeks to inspire, energize, and intellectually stimulate followers to achieve extraordinary outcomes while simultaneously developing their own leadership capacity. Within the framework of Human Resource Development, transformational leadership plays a crucial role because it aligns individual growth with organizational vision, thereby fostering continuous learning, innovation, and commitment. Unlike transactional leadership, which focuses primarily on exchanges such as rewards for performance, transformational leadership emphasizes intrinsic motivation, shared values, and long-term development of human potential. The concept of transformational leadership was first systematically introduced by James MacGregor Burns and later expanded by Bernard M. Bass. Burns described transformational leadership as a process in which leaders and followers raise one another to higher levels of morality and motivation. Bass extended this idea by suggesting that transformational leaders motivate followers to perform beyond expectations by transforming their attitudes and assumptions and by building commitment to the mission of the organization. Transformational leadership is commonly described through four major components, often referred to as the “Four I’s.” The first is idealized influence. In this dimension, leaders act as role models and demonstrate high ethical standards, integrity, and a strong sense of purpose. Employees respect and trust such leaders, and this trust becomes the foundation for loyalty and commitment. In