In addition, he has strong-held beliefs and values, and likes to stimulate thinking that fosters innovative solutions to problems, thereby generating high degrees of follower confidence, trust, a vision to work, a sense of pride and admiration (Bass, 1997; Bass & Avolio). Branson beliefs and vision for Virgin has shaped the structure and culture of which its success is based upon. The development of Virgin's organizational culture has continually allowed for the emergence of a profoundly strong culture. This is evident in the way in which members of the Virgin group interact with one another and are fully committed and loyal to the success of the organisation, his style of leadership gives employees a vision to work and a sense of pride of being part of the virgin group (Johns & Saks, 2001).
Richard Branson retains a strong figurehead and is now more of a symbolic leader, a symbol of motivation and philosophical values. The organizational culture at Virgin thus greatly reflects the values of the founder. This underlying belief transcends into each one of Virgin's subsidiaries and into each individual organizational. As can be observed at Virgin trains, its core value lies in its employee and encouraging innovation within the company. The business is organized on a decentralized regional structure. Each region has a set of Managers and the cultural attitude lies in encouragement of staffs to share ideas and expertise, to feel as part team (Virgin 2012). In 2003, the Chief Executive of the company, Tony Collins, set out his vision for the company, which has transformed its operations till date. Virgin Trains vision involves the empowerment of staff to take responsibility and ownership of their performance, a typical components of transformational style leadership whereby staffs are motivated and stimulated to perform and managers are now better skilled to support the front-line teams to challenge, to take on more responsibility, to come up with and drive forward new ideas (Virgin 2012).