Ethiopian organizational leaders operate in unpredictable environments. Research regarding transformational leadership and its effective use within Ethiopian culture is lacking. The study’s purpose was to determine if transformational leadership could be successfully implemented in Ethiopia. Research questions focused on opinions and attitudes about leadership problems, which leadership styles are most effective in solving leadership problems, and an effective leadership model for Ethiopia. The theoretical framework for this study was drawn from a composite model of transformational leadership. The research methodology was a qualitative case study using semi-structured interviews of 56 Ethiopian leaders. Data were collected via interviews; open coding assigned equal values to the data categories that emerged. Data were analyzed by grouping together common themes in each category and constructing a description of the participants’ overall views. The findings implied that quality leadership is required to transform an organization, adapt to social change, and create an environment of positive change. Ethiopian leadership styles are impacted by insecurity and lack of leadership, government policies, and social amenities; changes must be made within Ethiopian culture to incorporate transformational leadership. Organizational and social changes are interdependent and are affected by political structures and conditions, and current Ethiopian leadership is ineffective in gaining followers’ respect, trust, and loyalty. Transformational leadership could create more effective followership in Ethiopian organizations. The implications for positive social change will become evident as Ethiopian citizens regain confidence, trust, and a stronger more effective government, through transformational leadership.