But this does not mean transformational leaders are passive. In fact, laissez-faire management, associated with avoiding or delaying decisions, has been shown to be connected to low productivity, more conflict and lack of cohesion among employees (Bass et al).
On the other hand, this does not mean such leaders use primarily top-down directive, decision making. Close monitoring, oversight and control are also substantially less effective leadership methods.
Transformational leadership requires a delicate balance of asserting positional power and promoting empowerment. The key components for effective balance, as studied by Bass et al, are: (a) idealized influence--e.g. communication of clear expectations and vision, willingness to take risks, high ethical standards, persistence, and determination; (b) inspiration motivation--e.g. enthusiasm, optimism, and motivation of others; (c) intellectual stimulation--e.g. questioning assumptions, and thinking of old problems in new ways; and (d) individual consideration--e.g. staying aware of individual concerns, acting as a coach and mentor, and seeking two-way communication and feedback.