In recent years, transformational leadership has become a major initiative in organizational change. Although many studies have been conducted in this area, there is a lack of specific research on the impact of the similarity of leadership styles between leaders and their direct reports, especially in international settings. The purpose of this study was to investigate the importance of having similar leadership styles when deploying transformational leadership. The key hypothesis was that a similarity of leadership styles between leaders and their direct reports would provide higher predictability of organizational commitment and job performance. The focus of the study was an international information technology services organization located in the Netherlands and Belgium. The study surveyed 90 participants using the Multifactor Leadership Questionnaire, the Organizational Commitment Questionnaire, and the Self-Appraisal Job Performance Scale. Data analysis included regression analysis and Pearson correlation at the 5% significance level. For this case study, the results showed that leaders and their direct reports sharing similar leadership styles is a strong predictor of organizational commitment and improved job performance. One resulting recommendation is for organizations to complete an assessment of the leadership styles among key leaders to determine if there are significant differences among the various management levels. Minimizing differences in leadership styles could be a positive step. From a positive social change perspective, understanding the importance of fostering a shared leadership style may help organizations improve job performance and provide an environment where change initiatives are more successful.