This positive feeling leads to ( mediates) higher job satisfaction and higher satisfaction with the supervisor.
Finding 3: When the level needed and provided match, followers feel better. Matching of low need to low amount provided does not have much impact. When the need for transformational leadership is high and the amount received is high, this provides a strong benefit to the employee. Finding 2: On the extremes, matching at the high end is more important than matching at the low end. Too much (excess) or too little (deficiency) transformational leadership is not optimal. Finding 1: Individual employees prefer it when the level of transformational leadership meets – or fits – their needs at the time. In addition, the research examined positive behaviors that sprang from the positive feelings and satisfaction. Specifically, the research considered job satisfaction and satisfaction with supervision. This paper focused on transformational leadership and how it fits with the followers’ psychological needs. Research Findings: P-E Fit and Transformational Leadership ‘Fit’ is the Goldilocks amount of the perfect match between the leader’s style and the followers’ needs. An ‘excess’ occurs when the leader provides too much. When the leader’s style does not supply enough of what the employees need, a ‘deficiency’ occurs. Leadership research in the P-E Fit framework considers how well the leader’s style fulfills psychological needs for the followers. P-E Fit is a research theory that examines how specific people with their unique traits fit into different situations. The paper used the theoretical framework of person-environment fit (P-E Fit). In both studies, the participants recorded their feelings and situations daily over several weeks. The second study involved 93 employees of a university. The first study used 65 MBA students who contributed information about their full-time jobs. This paper shared results from two studies. In their 2018 article in the Academy of Management Journal, Examining Follower Responses to Transformational Leadership From a Dynamic, Person-Environment Fit Perspective, Tepper, Dimotakis, Lambert, Koopman, Matta, Park and Goo examined the connection between a leader’s transformational leadership style and the impact on the followers. But similar to the findings for charisma, more is not always better Research Overview Transformational leadership sounds great – and it is – in the right context. The key to transformational leadership is the connection between the leader and the followers that inspires everyone to positive growth and change. Transformational leadership focuses on identifying a needed change, creating a vision of the desired state and inspiring the team to achieve the goal. Transformational leadership is a style that incorporates traits like charisma to influence and motivate a team to push through challenges and give more effort. This article traces the development of the field of biochemical adaptation throughout my career and shows how comparative studies of marine animals from diverse habitats have shed light on fundamental properties of life common to all organisms.Transformational Leadership supports change Achieving this balance involves changes in macromolecular sequence and adaptive change in the composition of the aqueous or lipid milieu in which macromolecules function. 
The Goldilocks principle refers to this balancing act, wherein structural stability and functional properties are poised at values that are just right for the environment the organism faces.
A critical role of these adaptations is to achieve a proper balance between structural rigidity, which is necessary for maintaining three-dimensional conformation, and flexibility, which is required to allow changes in conformation during function. The ability of marine organisms to thrive over wide ranges of environmental stressors that perturb structures of proteins, nucleic acids, and lipids illustrates the effectiveness of adaptation at the biochemical level.
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