The success of the transformational leadership development process described in this
study may have been catalyzed by several factors:
(1) the intense competitive pressure the organizationwas feeling, which was probably
sufficient to unfreeze the situation and make employees ready for change;
(2) a high degree of personal involvement and the publicly intense commitment
and involvement of the top manager to making changes in his own leadership
behavior;
(3) the quantitative feedback from the base-line study, which helped to convince
managers and supervisors of the efficacy of contingent reward and
transformational leadership behaviors; and
(4) a strong contingency between demonstrated efforts to improve contingent reward
and transformational leadership behaviors and access to organizational rewards