Hence, there needs to be a universal communication standard and style which is understandable and able to arouse the followers to the leader’s way of thinking. This can be done by putting similar language speaking employees with potential in the core group which is directly in touch with the leader, or by designing a standardised method of communication which is reachable to everyone and is simple enough to be understood and then depending on the willingness and response from the employees, the best ones can be selected to be part of the core team and work directly with the leader. In doing so, when the core team is even of a diverse culture, their willingness is the key foundation on which the transformational leader inspires them to the new vision and shares the collective responsibility. It is also noted that transformational leaders are able to exert more work from the group members, and also are able to have more satisfying employees when compared to other leadership styles (Hater and Bass, 1988; Yammarino, Spangler and Bass, 1993). Thus, the leadership style if lacking and undermined in one scenario of being able to emotionally influence a diverse workforce, it covers up by being more useful in extracting the bets and extra work from the employees because they are willing to input more work by themselves and not due to an outside force.
Thus, transformational leadership is beneficial in situations which has a less diverse workforce making it easier for the leader to relate emotionally to the followers and it has been proven to extract more work from the followers without being asked for it (Kuhnert, 1996).