There is ample evidence that every factor of transformational leadership behavior, including leadership reversal, intellectual motivation and personalized consideration, is closely related to job performance and can predict employees' job performance. In fact, transformational leadership encourages subordinates to achieve more difficult goals, solve problems from new and different angles, and promote the self-development of employees. Due to the influence of leaders, employees will work harder out of their commitment to leaders, from their heartfelt work motivation, according to their own development level and the potential significance of achieving goals and tasks, and eventually lead to their performance exceeding expectations. In other words, transformational leadership helps subordinates to reach the maximum performance level by guiding them to transcend self-interest and instilling the same organizational values in them.

Transformational leadership behavior has a direct impact on employees' sense of organizational commitment and organizational citizenship behavior. From the perspective of causality, these indicators can predict employees' job performance. Koh and others found that the transformational leadership behavior of school leaders has no direct effect on students' grades, but indirectly affects students' grades by affecting teachers' sense of organizational commitment. It can be inferred that there may be some moderating or mediating variables between transformational leadership behavior and performance. Podsakoff( 1990) shows that subordinates' trust in leaders, as an intermediary variable, can better explain the influence of leadership charm on employees' organizational citizenship behavior. Transformational leadership behavior directly affects subordinates' perception of role and task assignment, and then affects subordinates' perception of leadership effectiveness. The efficacy of transformational leaders depends on the communication ability of leaders, employees' role perception, task clarity and communication openness in the process of completing the whole organizational goals.