In the same sense, authentic leaders can impact follower commitment and performance (Gardner et al., 2005), while Howell and Avolio (1993) state that transformational leader behavior has been linked to leader effectiveness, follower satisfaction and commitment, and overall organizational performance. Furthermore, leader charisma has a positive impact on performance regardless of the level of innovation support (Gardner et al., 2005). Peterson et al., (2012) were able to demonstrate that the relationship between CEO antecedents (narcissism and founder status) and CEO servant leadership was mediated by identification with the organization. On the other hand, despite the similarities between the three leadership models, there are some differences between transformational, servant, and authentic leadership. Transformational leaders focus more on stimulating followers intellectually than the other two models. Servant leadership emphasizes the development of followers by facilitating their personal growth, while transformational leaders focus on enhancing employees' ability to be innovative and creative, authentic leaders facilitate the development of their followers through role modeling. The quality of authenticity is desirable in all people, regardless of their position or aspirations for leadership roles. Although authenticity is an important characteristic in leaders, this does not mean that every authentic individual will naturally emerge as a leader (Gardner et al..,