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s a team and individually. The four factors of transformational leadership enable the leader to create a level of respect felt by members of the entire project. Team members had a proactive level of interest, concern, and inspirational motivation to become actively engaged in multiple levels of effective communication, thereby identifying the impact of each member's role in project completion (Bass & Avolio, 1993).

An effective platform created by transformational leaders induces team cohesiveness on numerous aspects (Ruggieri, 2009). Research has provided evidence that transformational leadership in both traditional face-to-face teams and virtual teams has the components to produce multiple levels of group cohesiveness. Members became empowered to make greater contributions to the team, thus constructing an effective team environment of problem solving and innovative solutions (Jung & Sosik, 2002; Ruggieri, 2009).

Yardley et al. (2007) also noted transformational leaders encompass the aspect of preparing members of the team to become transformational by increasing their level of participation and satisfaction resulting in increased team performance in creative implementation creative and effective change. The transformational leadership framework has a tendency of creating domino effects in producing and creating potential leaders within multiple levels of an organization (Masood et al., 2006; Yardley et al., 2007). This form of communication and development within traditional collocated teams and virtual teams was indicative to producing effective leadership participation that enhances team performance.

Transactional Leadership
Transformational leadership gained prominence as the leadership style of the 21st Century. The concept of transformational leadership began to emerge in the late 1980s, particularly in research writings about education. According to Bass (1990), transformational leadership is inspirational leadership style that influences followers to achieve extraordinary performance in a context of large-scale innovation and change. There are times when the concept signified a suitable type of leadership for organizations taking up the challenges of reformatting and reorganizing. Today, this concept is applied in most developed countries worldwide (Leithwood, 1992).

Transactional leadership theory often presents a more traditional view of team leaders compelling team members to improve their performance on a reward and reprimand based system (Yardley & Nealy, 2007). Transactional leadership's main characteristic is separateness; there is a line between the leader and the follower, with the potential to leave individuals feeling abandoned and in moral poverty (Avolio, Walumbwa, & Weber, 2009; Hauser, 2007). A transactional leader uses rewards as a way of managing subordinates' behaviors and employs management by exception (Bass, 1985).

The transactional leadership theory includes three dimensions. These dimensions include contingent reward, management by exception--active and passive leadership (Bass & Avolio, 2000). Contingent-reward 'is the degree to which the leader sets up helpful transactions or exchanges with followers: The leader clarifies expectations and establishes the rewards for meeting these expectations' (Judge & Piccolo, 2004, p. 755). Management-by-exception is the degree to which managers intervene when is