The New Zealand Defence Force (NZDF) has embarked on an ambitious change program called Future 35, which aims to establish a fully integrated defense force based on an amphibious task force capability by 2035. As part of this program, the NZDF introduced the Total Defence Workforce initiative in 2011. Total Defence Workforce created a number of adverse impacts on NZDF personnel, which damaged the overall readiness and effectiveness of the force. This thesis first examines the impact of Total Defence Workforce; to illuminate the risks of organizational change, and to highlight a potential leadership capability gap for the NZDF as it pursues its Future 35 vision. The thesis then introduces the concept of transformational leadership, analyzing its effectiveness as a tool for supporting organizational change. Current NZDF leadership development frameworks, systems, and doctrine are assessed in detail, to determine how well transformational leaders are currently developed and sustained. The thesis concludes by summarizing the research findings, providing a series of actionable recommendations to the NZDF for how transformational leadership could best be integrated to support the implementation of Future 35.