Leadership has been extensively studied among researchers over the past few decades. In spite of abundant research on leadership, it was not until the 1970s that researchers became seriously interested in transformational and transactional leadership. The notion asserts that a good superior has to, simultaneously or at separate time and scenario, show a style of transactional leadership similar to a function of management, as well as a style of transformational leadership similar to a function of leadership. In other words, a leader has to play a role of transactional leader so as to develop the resources within an organization, satisfy his subordinates' needs through the process of mutual exchange, and affect his subordinates. In addition, a leader has to play a role of transformational leader, that is, to produce the effect of leadership through an unobtrusive, imperceptible influence, for example, a leader's ideals, care for subordinates and enlightenment of subordinates.