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Jones and George (2022) describe transformational leadership as the ability to change their employees in the aspects of (1) knowing the importance of their jobs and performance as it relates to the organization's goal attainment, (2) identifying their own needs, and (3) motivating the employees to better the organization, and not just for personal outcomes (pp. 423-424). Managers can engage in these various aspects by doing things such as providing explanations and demonstrations and how each individual's output directly impacts the organization's goal. Another way would be to hold one-on-one conversations with each reporting individual to determine what needs to bring them happiness or fulfillment in their role. Transactional leadership defers from transformational leadership in the sense transactional leadership lacks the emotional and phycological employee support that transformational leadership brings through consideration. Jones and George (2022) also note that transactional leadership can also be a sub-part of a manager engaged in transformational leadership by rewarding employees who exhibit high performance (a transactional trait) (p. 425).

David Heath models the transformational leadership style and touches on all three of these aspects. An example of showing employees their importance is when Kurczy (2020) quotes David Heath as he explains that those who work for Bombas "live what we do," knowing how much of an impact they have (pa. 4). Heath also exhibits the ability to help employees identify their own needs; according to Kurczy (2020), Bombas has only lost 4 of their 80 new hires because they can hire the right people for their organizational goals and culture (pa. 11).

Yes, I believe Heath is a charismatic leader. According to Jones and George (2022), the chore principle of charisma in leaders is the ability to communicate a vision and inspire enthusiastically (p. 424). The Bombas vision and Heath's ability to communicate it to promote the growth of the business and the company's culture resulting in high employee retention is a prime example of being a charismatic leader.

Heath exhibits many leadership powers. An example of expert power is when Kurczy (2020) notes that Heath himself participates in charity events and does things such as handing out socks (pa. 3). Heath also possesses referent power with the high consideration and motivation he has for his employees. Kurczy (2020) states the employees put a lot into the company culture (pa. 4). This shows employees go about and beyond expectations. Heath also exercises legitimate power as the company's CEO. The decision was made to expand the products Bombas makes into more clothing such as socks and t-shirts (Kurczy, 2020, pa. 11)

According to Jones and George (2022), the four theories are (1) directive behaviors, which relate to building structure such as setting goals and improving performance; (2) supportive behaviors, similar to consideration, consist of taking care of our employees; (3) participative behaviors which relate to letting employees have a voice when it comes to decisions that may impact them; (4) achievement-oriented behaviors which motivate employees to perform better (pp. 420-421). One step that Bombas took was towards improving the design of the sock to accommodate the homeless better (Kurczy, 2020, pa. 9); this could be an example of directive behavior but improving upon the product. An example of supportive behavior would be when Kurczy (2020) notes that Head believes that one piece that is important for company culture is being involved directly with the customers (pa. 3). This is also relative to participative behavior as, according to Kurczy (2020), Heath strongly encourages employees to participate in these same charitable events and be involved with the community (pa. 3). The achievement-orientated behavior is apparent at Bombas, with Heath's goal of donating socks to the homeless. This attracts a particular type of individual that would find it most rewarding to work for such a company.