For more then two decades, transactional/transformational leadership (hereafter referred to as TA/TF leadership) has been the poster child of the “new paradigm” theories (Beyer, 1999, p. 308) and has occupied center stage. Transformational leaders exhibit charismatic behaviors, arouse inspirational motivation, provide intellectual stimulation, and treat followers with individualized consideration (Bass & Avolio, 1994). They transform their followers’ needs, values, and preferences; nurture aspirations toward reaching their full potential; and generate higher levels of performance compared to their transactional counterparts (Seltzer & Bass, 1990). Moreover, transforming leadership taps into deep levels of meaning as it changes both leaders and followers; it occurs when one or more persons engage with each other in such a way that leader and follower raise one another to higher levels of motivation and morality (Burns, 1978).