This study was an examination of the relationship between transformational leadership, organizational commitment, and take-charge behavior. The reoccurring problem in some small businesses is that they may overlook transformational leadership as a tool to manage their business. The purpose of this quantitative study was to examine the relationship between transformational leadership and its effect on organizational commitment and take-charge behavior in small businesses. However, no measurement tool was found to explore take charge behavior. The study may contribute to filling the gap in the literature that exists in the understanding of the effect transformational leadership has on organizational commitment in small businesses. The objective of this nonexperimental study was to understand the influence of leaders at particular levels in small businesses and the influence of their leadership styles on employee commitment. The two research questions asked were: What is the relationship between transformational leadership and organizational commitment, and What is the relationship between transformational leadership and Organizational employee take-charge behavior? The second was not able to be answered. The research was framed around the premise that TFL influences organizational commitment. Sources used for data collection were the MLQ-5x Short Form Survey and the TCM Employee Commitment Survey. The study used a sample of 89 small business employees from a population of five states located in the Northwestern United States. The study employed a survey methodology for data collection purposes. Participant criteria were: at least 18 years old, worked for the organization at least three years, and not in a leadership position. The data were collected and analyzed using Qualtrics and used P-value statistics to generalize the results. Findings indicated that transformational leadership demonstrated a predictive relationship with organizational commitment.