The study aims at examining the effective operationalization of transformational leadership style which is contingent upon regional culture. A qualitative approach using a single case revelatory method was adopted. Data were collected from a transformational leader, 22 employees of concerned companies, three district administrators and three suppliers who worked under the supervision of the leader and in the process of operations. The analysis revealed that successful a transformational leader is predisposed to maverick behaviour; building social capital, self-transcendence; the act of liaising between authorities, public and others stakeholders; a risk-taking ability coupled with operational expertise; and nurturant type leader with personal touch. The study draws the attention of scholars that transformational leadership is manifested in social milieu and is different from a universal model of transformational leadership. The paper concludes with a framework called "MSC TEC RESTL" to understand the phenomenon of transformational leadership which is culturally grounded.