With the realization that healthcare has succumbed to a business model, the demand for exceptional leadership is an essential component to the success of any company. Nurses represent a complex part of the healthcare arena, and this profession is expected to become the second largest occupation by 2014 (Sullivan & Decker, 2009). Dispelling the myths about this volume of nurses must be fundamental to providing a clear vision free of misunderstandings. A particular myth is that leaders are at the top of the pyramid and need to be served. Dispelling this myth can provide a better understanding of the function of a successful nurse leader. This nurse felt the myth was important because working in a magnet institution, the leadership style that builds experiential results is based on transformational leadership. The purpose of the paper is not only to dispel the myth that leaders need to be served, but to provide evidence that leaders need to be servants. Merriam Webster describes a pyramid as having outer walls in the shape of four triangles that meet at a point. Relating this image to the myth of the leadership pyramid, the tip would serve as the leader of the institution or group and the area under the tip would serve as subordinate members of the team who comply with the commands and direction of the sole leader. The goal would be for all members to meet the leader's needs, regardless of whether the team shares the leader's goals or not. The decision-making power would be in the hands of the leader. This leadership style may have benefits in a crisis such as a code, where the leader may need to be served for the greater good of the patient, but even in this situation the common goal is shared. In an attempt to dispel the similar pyramid myth Findings emerged in the literature reviewed that nursing leaders who produced the most success empowered staff and helped develop a common goal (Bally, 2007 and Buerhaus, 2010). According to Sherman and Poss 2010, thriving leadership styles involve a “paradigm shift from a traditional command-and-control style of supervising staff toward a transformational leadership style in which leaders improve the motivation, morale, and performance of their groups of followers”. The relationship between this transformational leadership style and staff satisfaction has been immense. The leader found the team players who wanted to participate. This type of leadership is very different from the single leader pyramid.