Transformational leadership is optimally efficient in conveying the leader's vision to others (MacKenzie.

Transformational leadership is optimally efficient in conveying the leader's vision to others (MacKenzie, Podsakoff, and Rich 2001) According to Jaworski, Kohli, and Sahay (2000) transformational leadership allows for the leader's vision to be translated into consumer offerings that do not no other than address existing consumers' needs and desires moreover are also likely to reveal modern ones. In order to induce changes in the behaviors of customers and competitors, simply being receptive to popular market trends through market sensing abilities is not sufficient (Jaworsky, Kohli, and Shay 2000; Johnston, lee-side Saini, and Grohmann 2003). A market-driving firm extremitys to apply its ideas to the market. This is consistent with the "forward sensing" approach advocated through Kumar, Scheer, and Kotler (2000) in which market sensing is aimed at acquiring state of the art knowledge. This knowledge allows firms not alone to be responsive but also to generate of recent origin concepts and ideas that alter the market construction (Harris and Cai 2002).

Providing Intellectual Stimulation According to Podsakoff, MacKenzie, Moorman, and encumber (1990), intellectual stimulation from the leader encourages followers to reexamine assumptions about their work and to find creative ways for improving their performance. Employees' creativity is critical because fortunate market-driving strategies often come from breakthrough innovations that deep reshape business systems and have the potential to improve the value proposition to customers (Kumar, Scheer, and Kotler 2000) There are six ways in which an organization can encourage a creative atmosphere (Kumar, Scheer, and Kotler 2000):

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