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'Personality traits were related to three dimensions of transformational leadership--idealized influence--inspirational motivation (charisma), intellectual stimulation, and individualized consideration--and three dimensions of transactional leadership--contingent reward, management by exception--active and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and non-dispositional determinants of transformational and transactional leadership (Bono & Judge, 2004, p. XX).

Another challenge with leadership styles is explored by Brown and Keeping (2005) , where they concluded that ratings of leadership are 'highly influenced by the interpersonal affect raters feel towards the target being rated' (p. 245). Varma, DeNisi, and Peters (1996) evaluated performance reviews and correlation to how well the person being evaluated likability by the person doing the evaluation. Job approval ratings for the president of the United States correlates to this 'highly influenced by the interpersonal affect raters feel towards the target being rated' in business (Kaiser, Hogan, & Craig, 2008). Driskell and Salas (2005) researched the affective response to a leader when there was depressing content and demeanor within an employee's performance review.

Synthesis
Leadership is probably the most studied facet of human behavior (Geoghegan & Dulewicz, 2008). Although leadership per se is not often mentioned (as opposed to managerial skills, which are almost universally accepted as important to running a successful organization), the numerous references to vision, communication, building relationships with diverse constituents, motivating members, ability to lead well in a wide range of circumstances reflect the characteristics of agile leadership (Caffey, 2007).

Fiedler's (1996) research suggested that leadership styles such as transformational, transactional, and servant leadership styles are effective in all situations; but successful organizations have a combination of leadership styles and managers at each level. Leadership style has been shown to be a significant factor in the effectiveness of the organization, and different leadership styles are more effective than others in different situations. According to Smith, Montagno, and Kuzmenko (2004), both transformational and servant leadership styles function based on charismatic leadership while transactional leadership style is performance-oriented. The leader inspires and directs followers by means of a shared vision and values. To be successful, both the transformational leader and the servant leader need a considerable amount of charisma-the ability to inspire greatness in them and in those they manage or lead (Bass 2000). Likewise, while not all followers are motivated through rewards, transactional leadership provides a target for followers to perform well.

Transactional leadership style differs from transformational leadership for various reasons. For the former, the focus is on the exchanges that occur between leaders and their followers. The transactional leader concentrate on maintainin