A transcendent leader is interested in aligning the motivations of his/her collaborators with those of the organization but not only for the seek of results. He/She is concerned with the people themselves and tries to contribute to their personal development. Specifically, he or she tries to develop the collaborator´ s transcendent motivation: the motivation to do things for others, the motivation to contribute. The best way of creating transcendental leadership is by example. Thus, the most important competence of transcendental leaders – besides their capacity to negotiate and control transactions, and their capacity to create and communicate a vision - is their integrity and capacity to sacrifice themselves in the service of their collaborators. The capacity for service is a habit acquired on the basis of interaction with his or her collaborators, with or without natural sentiments for service, although with a sense of responsibility for the people whom he or she leads. See Transcendental Leadership. (The Leadership and Organization Development Journal vol 21, No 4, 2000, pages 201-206).