In recent years transformational leadership has been questioned by the ``Hitler problem'': is Hitler a transformational leader the same way as Gandhi or Mother Teresa? How can we distinguish leaders from manipulators? Instead of looking at specific values that a ``good'' leader should exhibit, this paper proposes looking at the relationship that is created between the leader and the collaborator (partnership), which is the result of the values and behaviors of the leader. The partnership promoted by the leader demonstrates sets of values and behaviors in a more objective and measurable form, and avoids entering the cultural relativism problem. In this paper we take the perspective of relational leadership. In this view, leadership is defined as an influence relationship, in which the leader and the collaborator mutually (although not symmetrically) influence each other in a dynamic way, forming partnerships with greater or lesser added value. Looking at these partnerships, we can distinguish three types of leadership: transactional, transformational and transcendental. Although partnerships are defined by the motivation of the collaborators in the relationship, they are the result of the values and behaviors of the leader. For this reason, it is critical that the leader understands and practices behavior
patterns and values that encourage the creation and reinforcement of high valueadded partnerships. The type of partnership that the relational leader is able to create will determine the quality of the collaborators' following behaviors, as well as the strength and the depth of the loyalty they show to the partnership.Conclusion