Leaders possess the job of shaping and influencing the means by which individuals behave and think. In organizations leaders are looked upon as models and makers of change. One of the functions of leaders is to influence change within their organization, which in turn affects the productiveness of the culture the organization embraces. In order for change to take place leaders must set the context to which members of the organization strive for greatness. Even though leaders are viewed as creating and serving as models of change it is important to understand how organizational leaders effect change in their complex organizations. According to Daly & Geyer (1994), effective leadership entails creating a safe and invigorating work atmosphere and an ambience of justice (as cited in Deschamps, Rinfret, Lagace, & Prive (2016). The aforementioned components of effective leadership can also define transformational leadership, which is often characterized as inspirational motivation and idealized influence in organizations. This idea of transformational leadership has been linked with organizational change and has a vital impact on the promotion of equity and fair-mindedness in organizations (Fisher, 2006 in Deschamps et al., 2016). The perception of justice and morals is pivotal with regard to the influence leaders have on employees’ performance due to the fact that these leadership features spark encouragement and motivation to change in the workplace (Deschamps et al., 2016). In the event of a lack of organizational morality employees become stagnant and unproductive. This absence of effective energy in the workplace makes it troublesome for leaders to positively infuse change (Deschamps et al., 2016). Deschamps et al. (2016) stresses the idea of organizational justice and when this is present in organizations it results in leaders being perceived as fair and in turn they receive cooperation from their employees and more willingness to engage in organizational change (Cropanzano, Rupp, Mohler, & Schminke, 2001 in Deschamps et al., 2016). Ethics, according to Blockely and Dias (2010), play a huge role in the ability to influence and encourage others to initiate organizational change; leaders impact their followers the most when they exemplify wholesome, ethical and trusting relationships. Ethics has to do with understanding oneself as a leader as well as an employee; when leaders display the importance of self-reflection and utilize their morals and values in order to motivate others to change, transformation occurs (Blockely and Dias, 2010). Ethics is based on the values leaders exhibit; employees are inspired when they observe strong virtues and a powerful value system amongst the higher authority in their organizations. Leaders stimulate change in intricate organizations by demonstrating the ability to know right from wrong and manifest qualities such as faith, responsibility, friendship as well as the act of charity (Blockely and Dias, 2010). Prudence is a strong asset of ethics; sensible and advisable leaders can envision and contemplate what change in their organizations will look like and execute it with integrity and a means of adaptability (Blockely and Dias, 2010). While the majority of this article promotes qualities of ethical leadership, such as commitment and self-confidence to promote change, there are also ethical dilemmas that arise in leadership as well. For example, the authors argue that it can be difficult to determine whether a certain act or move is right or wrong as well as the possible reasoning and rationality behind the action (Blockely and Dias, 2010). This is a good point made by these authors because there are natural mishaps that happen often in organizations, some of which are out of the control of the leader. Situations arise that can be personal or organization-oriented; leaders do not have the answers to everything, which may lead to doubt and perplexity amongst their subordinates. This article maintains that even though there can be conflict and confusion on what is right and wrong in organizations leaders need to practice self-awareness and self-regulation as well as a very important term called emotional intelligence in order to confidently foster change (Blockely and Dias, 2010). Magala (2010) stresses the idea of self-reflection; the ability to meditate on one’s actions can help to reduce organizational complexity and better cultivate change. Ethically reflecting upon their experiences encourages their subordinates to follow in their footsteps. Leading a mature, sensible life is not always easy and therefore is subject to continual reflection, which can potentially lead to harmony and enlightenment in organizations (Magala, 2010). Self-reflection encourages employees to lead a self-examined life, which can help to change the way they view and think about themselves and those around them. When leaders do not take into consideration their actions and behaviors, the organization weakens and the desire for change becomes almost impossible. Moral self-consciousness and ethical understanding of the daily conduct of leaders is what elevates and develops change (Grieves, 2010 as cited in Magala, 2010). Reverting back to the idea of transformational leadership, this type of leadership assists in boosting and stimulating trust as well as change commitment in leadership (Herold, Fedor, Caldwell, & Liu, 2008 as cited in Yang, 2016). Trust is often perceived as a social bond, one in which employees have faith in the justice, fairness, and integrity of their leaders in the workplace (Podsakoff et al., 1990, 1996 as cited in Yang, 2016). Commitment to change in organizations happens when the leaders and employees work together in order to achieve and accomplish certain change initiatives (Herscovitch and Meyer, 2002 as cited in Yang, 2016). Braun et al., 2013 maintains that job contentment and gratification are linked closely with change commitment and leadership trust in organizations (as cited in Yang, 2016). When employees and subordinates perceive that their leaders are dedicated to fairness in the workplace, they are more willing and inclined to accept the implementation of change (Herscovitch & Meyer, 2002; Yukl, 2013 as cited in Yang, 2016). According to Pater (2015) energy is the bearer of change; when leaders bring energy and inspiration to work they “‘light up the brains of the workforce’” (Pater, p. 26, 2015). The ability to inspire and stimulate employees can be achieved by filling the organization with honest and pertinent tasks and challenges as well as reducing the idea of doing something half-heartedly or mindlessly (Pater, 2015). For example, passive meetings and trainings or over focus on memorization do not help in stimulating change in the organization (Pater, 2015). Change takes place when leaders can vigorously engage all employees and subordinates to the highest degree and this can be done through sincere invitations and incentives, however engagement in the workplace must be a choice and not demanded (Pater, 2015). When employees and leaders do engage and collaborate together workplace performance skyrockets and the organization gains positive attention. Wheatley (2015) asserts that organizational change is often championed by the will to optimize performance and to increase organizational effectiveness. The author argues that in order for change to be triggered in workplace, the vision of the organization needs to be sought after with determination and ambition (Wheatley, 2015). Teamwork should also be championed and both employees and leaders must understand the importance of support and strong ethics and a value system within the organization. Commitment and self-awareness are, according to Wheatley (2015), very advantageous in sparking change to occur in the workplace; leaders and subordinates need to collaborate and share a bond with each other in order to make the change happen. While transformational leaders can be effective in creating and establishing a vision as well as communicating the significance of change to their subordinates, there are also some pitfalls in transformational leadership (Duggan, n.d.). For example, transformational leaders utilize their character and their strengths to serve as role models in the workplace. According to Duggan (n.d.), one of the weaknesses of transformational leadership is that leaders tend to accept risks in order to accomplish breakthroughs in their organizations. When leaders begin to act immorally and dishonorably the company suffers. In order to prevent this, change leaders make an effort to get the entire staff on board when it comes to making decisions and ensuring everyone is on the same page to promote effective change. Duggan (n.d.) also stresses the implication of leaders’ lack of inspiration; when leaders present a hopeful and reassuring view of the future in their organization their subordinates tend to respond with hope and passion. However, often times leaders run the risk of employee burnout, which is when employees get to the point where they are too stressed or tired and lose motivation to follow their leaders. In this case, individual attention is offered to keep the determination and motivation alive. Leaders create a bond between themselves and their subordinates to reduce this burnout (Duggan, n.d.). There are times when leaders have the tendency to overstress or exaggerate the needs of a single member as opposed to tending to the needs of the organization as a whole. The author argues that balance is needed in order to satisfy the requirements of every member in the workplace; dividing the work that needs to be done and equally focusing on the individual demands of the subordinates does this (Duggan, n.d.). While there are multiple academic and intellectual journals written about change and transformational leadership in the workplace, there is always room for further study in the field of change and leadership. According to Deschamps et al. (2016), having the ability to explore real-life models and examples of effective change makers in organizations allows for deeper digging into the connections between transformational leadership and the concepts of organizational justice and motivation. Deschamps et al. (2016) maintains that comprehension of leadership behaviors and attitudes concerning change will continue to be a critical and pivotal goal for researchers across the board. Overall, the idea of transformational leadership, which is a style of leadership where employees and leaders work together to identify and execute change, should be considered with great motivation and inspirational encouragement and stimulation. As change makers in their organizations, it is up to the leaders to foster change and be a role model for their subordinates as to what the change will look like. Change should be executed morally and ethically in order to effect change in the most complex of organizations. Even though some weaknesses of transformational leadership have been identified, revolution and reorganizational leadership must go hand in hand with ethical responsibility and diligence in order for potent cultural and social changes to take effect. Change in organizations should be handled cautiously and morally and a shared bond between leaders and employees helps to execute the change. References Blockley, D., & Dias, P. (2010). Managing conflict through ethics. Civil Engineering and