Identifying and developing leaders that are able to drive transformational change is a key source for competitive advantage. Research has shown that transformational leaders are capable of driving organizational change and enhancing business performance. The four dimensions of transformational leadership include inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence. In addition to these dimensions, research presented in this book demonstrates a strong link between self-awareness and transformational leadership. Additionally, the growing demand for transformational leaders far exceeds the supply, leaving organizations to rely more heavily on internal strategies to develop their leaders. The use of 360 feedback has become a prevalent practice for organizations that are implementing leadership development programs. Many organizations may not know what to make of the discrepancies between leaders'' self-assessment scores and the scores of other raters. This book examines the relationship between self-other discrepancies and self-awareness, as well as the role of 360 feedback in identifying transformational leaders.