领导变革理论是在20世纪70年代发展起来的。这一理论是基于领导者之间的互动，他们通过各种方式与他人互动，以形成信任和健康的关系。这样的关系会增加动力。Givens(2008)认为，变革型领导者的主要角色是激励和激励他人实现目标。这样的领导者帮助员工将他们的价值观与组织的价值观结合起来，从而带来成功(Strom, Sears, and Kelly, 2014)。这种领导激励他人完成比他们计划做的更多的事情(Givens, 2008)。变革型领导是领导者和追随者共同努力，将彼此提升到更高的道德和动机水平。
这些品质在娜奥米·西姆森(Naomi Simson)的领导中显而易见。她已经证明自己被列入伟大变革领袖的名单。第一个例子是，她相信员工参与能给员工带来更好的体验。员工参与只有在组织提供激励员工实现目标的环境下才能实现(Northouse, 2015)。在悉尼举行的Wired for Wonder大会上，她证明了员工想要在这些地方工作，在那里员工会受到激励，建立信任的关系。Chou等(2013)的研究表明，变革型领导与员工的认知信任存在关系。本研究证明认知信任在变革型领导中起着非常重要的作用。这种信任是在领导者为经济和人类变革而努力时实现的。娜奥米相信要把自己变成一个领导者，并帮助他人成长。
另一个体现她变革型领导能力的例子是，她从红气球公司(Red balloon)首席执行官的职位上退下来，把首席执行官的角色交给了克里斯蒂•布坎南(Kristie Buchanan)。她这样做了，这样她就可以专注于写作和沟通有关领导力的内容，并提高自己的技能。她想要提高团队的绩效，为此她给组织带来了积极的变化。根据领导变革理论，领导和组织结构的积极变化可以带来积极的变化(Antoni & Hertel, 2009)。人们追随那些有能力产生积极变化的人，并允许他们展示自己的能力。
Naomi Simson has always been a visionary and strategist. She believed that every person has their capabilities and it is important to create trustful relationships to achieve success. For this purpose, she started to write and motivate people for success and happiness. As an owner of Rd Balloon, she always believed in maintaining quality relationships with her employees, and also trusted others for their decisions. The leadership theory, which is perfectly related to the leadership qualities of Naomi is transformational theory of leadership.
The transformational theory of leadership had evolved in 1970’s. This theory is based on the interaction of the leaders, who interact with others in various ways to form trustful and healthy relationships. Such relationships results in increased motivation. According to Givens (2008), the main role of the transformational leaders is to inspire and motivate others to accomplish their goals. Such leaders help the employee to align their values with the values of organization and bring success (Strom, Sears, and Kelly, 2014). This kind of leadership motivates other to accomplish more than what they had planned to do (Givens, 2008). Transformational leadership is that the leader and followers work together to raise each other to higher level of morality and motivation.
Such qualities are easily visible in the leadership of Naomi Simson. She has proved herself to be listed in the list of great transformational leaders. First example is that she believes in employee engagement for the better experience of the employees. Employee engagement can only be achieved if the organization provides the environment that motivates employees to accomplish their goals (Northouse, 2015). At the inauguration of Wired for Wonder conference in Sydney, she proved that employee wanted to work at those places, where employees are motivated and trustful relations are built. According to the study of Chou et al (2013), there is a relationship between transformational leadership and cognitive trust of the employees. This study proved that cognitive trust is very significant in transformational leadership. This trust is achieved when leader work for economic as well as human transformation. Naomi believed in transforming herself as a leader and helping others to rise.
Another example of her transformational leadership skills is when she withdrew from being the CEO of Red Balloons and turned the role of CEO over to Kristie Buchanan. She did so, so that she can concentrate on writing and communicating about leadership and enhance her skills. She wanted to enhance the team performance and for this purpose she brought positive changes in organization. According to transformational theory of leadership, positive changes can be brought by bringing positive changes in leadership and organizational structure (Antoni & Hertel, 2009). People follow those who have the power to generate positive changes and allow people to show their capabilities.