The theories of James MacGregor Burns as expressed in his book, "Leadership" (1978), suggest that transformational leadership engages all persons to varying degrees throughout the levels and interstices of society. Burns believes that the transforming leader not only exploits a need or demand of a follower but also looks for his potential motives and seeks to satisfy his higher needs. The result of the leader-follower relationship is that followers are converted to leaders and leaders to moral agents. Along with other contemporary writers, Burns proposes that absolute leadership qualities are non-existent and that leadership, especially in increasingly participatory systems, is individualistic. A central theme throughout his book is that increasing change and conflict in the political and social fabric enable us to see history, not from the perspective of great men, but as the actual experiences of men and women in their relation to one another. In summary, according to Burns, leadership results from meaningful conflict, and is collective, causative, morally purposeful, and elevating. He provides a theoretical base for educators and business enterprises to redesign their systems of leadership. (KC)