Transformational theory of leadership was developed primarily by James MacGregor Burns (1978) and later expanded by Bernard Bass. It describes leadership as a process in which leaders inspire, motivate, and transform followers to achieve higher levels of performance, commitment, and personal development. Unlike transactional leadership, which focuses on exchanges such as rewards and punishments, transformational leadership seeks to create meaningful change in individuals, organizations, and society. The leader acts as a role model, encourages innovation, develops followers' potential, and creates a shared vision for the future. Transformational leadership is based on four major components, often referred to as the "Four I's." The first is Idealized Influence, where leaders serve as ethical role models and earn the trust and respect of followers through integrity, courage, and commitment. Employees admire such leaders and willingly follow their vision. The second component is Inspirational Motivation, where leaders communicate a compelling vision, motivate employees to overcome challenges, and encourage teamwork. They inspire confidence and optimism among followers. The third component is Intellectual Stimulation, which encourages creativity, innovation, and critical thinking. Transformational leaders challenge conventional assumptions, welcome new ideas, and support problem-solving approaches. Followers are encouraged to experiment without fear of failure. The fourth component is Individualized Consideration, where leaders recognize the unique needs,