State University of New York, Binghamton hesearch continues for understanding what contributes to a leader being more transfor-mational in outlook and behavior and what makes transformationalleadership more effective and satisfying. During its infancy as a concept, starting with Downton (1973) and Burns (1978), focus was on charismatic qualities such as determination, selfconfidence, vision, and moral uplifting. Early on, Bass (1985) summarized a variety ofadditionalpossibilities such as family values, strong mothers, absence of inner conflicts, role modeling, adult experiences, approaches to using power, ambition, and ideals. Kuhnert and Lewis (1987) emphasized self-definingas epitomizing transformational leaders. Among other things, Bennis and Nanus (1985) favored the ability to articulate an envisioned mission. House and Shamir (1993) highlighted the ability to raise the self-esteem in followers. Avolio (1994) demonstrated the importance of parental attitudes, early education, and other developmental factors. The contributions are continuing Mostrecently, Thoms and Greenberger (1995,[this issue]) underscored the importance of time orientation to successful leadership and that transformational leaders can cognitively manipulate past and future spaces in time to make them seem closerto the present. Bass (1985) suggested that although transactional leaders work within the organization's constraints, transformational leaders work to change the organization's constraints. Thoms and Greenberger (1995,[this issue]) propose that transformational leaders warp time rather than remain rigidly confined to it as given. They must thinkin terms oflongtimespansand reasonably long future-time perspectives.“The leader, in effect, fastforwards to the future and brings the future closer so that the leader and other people are able to see goals, future events, or potential outcomes more clearly"(Thoms & Greenberger, 1995 [this issue], p. 282). At the same time, transformational leaders need to be able to “honor the past," recaptur-ing those past events of consequence to the organiza-tion's future.

Much empirical work on transformational leader-ship is being done, according to the many doctoral dissertations, theses, and reports that are being gathered at our Center for Leadership Studies. Nonetheless, most tend to focus on replications ofits importance to effectiveness, satisfaction, innovation, and dealing with crises. It would be helpful if some of this effort