The dynamics of transformational leadership look the same whether they help or harm followers, so the authors separate socialized leadership (egalitarian, serving collective interests, developing and empowering others, altruistic, using legitimate channels of authority, transcending self-interest for utilitarian or moral reasons, morally uplifting) from personalized, pseudo-transformational leadership (dominant, self-aggrandizing, exploitative, narcissistic, relying on manipulation, threat and punishment, disregarding procedures and others' rights, often acting transformational only as impression management, and leaving a legacy of destruction). Pseudo-transactional leadership is its transactional counterpart: promising rewards and not delivering, monitoring without correcting, inventing rules while claiming to cite them, or raising an error only when it is too late to act. Avolio's later work on authentic leadership grows from this distinction.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.