Abstract

My research identified the correlation between 'empathy with action' with other known leadership dimensions that have been previously identified in leadership research. This article discusses these correlations with the aim of identifying and understanding more of the spectrum of behaviours that enable transformation to be an aspect of the relationship between the leader and others. It is hoped that the reader who is interested in the transformational process for oneself and for one's organization will be able to understand the process more completely in order to utilize for oneself the behaviours being discussed.