Public Administration - Moving Employees to ActionLeadership in public administration is the art of inspiring others to do the right thing, at the right time, to the benefit of the whole. The very word “leader” implies that there is someone present with potential to follow and direction to follow. In this journal review, we will analyze four articles closely related to the text of our course. This article will focus on the theory of transformational leadership and then focus primarily on the qualities inherent in successful leadership. We will highlight the elements necessary for public agency leaders to advance their organization in its mission toward excellent service while maximizing the positive motivation of their employees. Our ultimate goal is a detailed understanding of this form of leadership so that we can use its strategies to the greatest advantage in public administration. To begin from the same point of reference, we will define the essential theory of transformational leadership in public organizations as, "the art of engaging and motivating one's subordinates, to change the internal culture of a workplace from an approach focused on individual objectives interested in a framework of values ​​oriented towards public service” (Paarlberg and Lavigna, 2010, p. 711). Although often used interchangeably, it is imperative to note that leadership and management are not true comparisons. Management universally includes formal power delegated by position, thus requiring submission from someone lower in the organizational hierarchy. While leadership can incorporate aspects of formality or power; its success remains much more dependent on the informal willingness of others to follow. Accomplishing the mission requires cooperative relationships across the unit in the arena where the attributes of transformational leadership are used. Collectively, they outline the critical elements that trigger employee agreement with the organization's goals and drive motivation. Final Thoughts… In the final exam, transformational leadership that activates employee engagement principles will not be subject to “analysis paralysis.” Leaders and employees will be so committed to moving the organization beyond its goal line that big problems will seem small. Stakeholders who follow a leader using a transformational style find it easy to connect with the organization's vision and make beneficial adjustments to achieve goals. Along the way, we have found that important elements for public administration leadership are already in our wheelhouse; we may just need to employ them in a different context to ensure successful tracking.