Leaders ought to appreciate their ability to influence individual and organizational performance. The power to influence others towards higher achievement and higher performance intrinsically motivates many professionals to establish new policies, innovate new technologies, manage new programs, and supervise, mentor, and educate others. This study develops a leadership model from data supplied by members of a high-performing aircraft-maintenance organization and compares the model to the Full Range Leadership Model and to the Air Force Leadership Development Model. Paul completed interviews and surveys of junior, mid-grade, and senior level members of the 389's Aircraft Maintenance Unit over a three-week period to determine how they actualized their personal performance in relation to leadership. The study revealed the exemplary characteristics of effective leaders in a current- day, high-performing, aircraft-maintenance organization and concluded that transformational leadership improves morale and supports a higher level of communication necessary for the organization to adapt to a rapidly changing environment. Effective leaders in this organization are caring, knowledgeable communicators who listen intently and support the ideas of organizational members while maintaining organizationally accepted standards. Model comparison to the Air Force model suggest the Air Force may unleash a new wave of human resources by training strategic leadership skills earlier in every members career so they may knowledgeably articulate and participate in transformational leadership at every level within the organization.