For example, when there is a strong investment into training and development of the employees to reach a new and exciting goal, there is always a chance of misalignment of the interest of the employees and the leader. This is because the employees may have a different perspective of the same situation and may see more realistic hurdles in the plan implementation more than the leader who is dependent on the impulse of emotional influence to get the job done (Lumby and Coleman, 2007).
A transformational leader is beyond doubt an influencer and inspirational human who always strives to inspire others around to see what he or she is able to see. The effort is always commendable, but the outcome of the effort is not in the hands and control of the leader because the reactions of the employees around depends on their own personal ability to get inspired and the level of inspiration must also match with their organisational commitment (Hawkins, 2011). Considering this, it is important and essential for the leader to test the waters first and investigate the ability of the employees and willingness to accept being influenced and motivated emotionally when there is an attempt from the leader. Conger and Kanungo (1988) asserts that the transformational leader believes in the emotional connection and attachment of the followers with the leader and this attachment is strengthened and influenced by the actions of the leader. This observation is considering action as one of the influence parameters which is able to arouse the followers to the leader’s way of thinking, but the same condition may not be fruitful in a multinational that is catering to a diverse workforce and there exists barriers of understanding basic methodologies, let alone getting influenced positively about a concept.