Can give anemployeeimmediateknowledge of whatis expected fromtheir performanceSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Foreman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureSupport: This is amonetary way toachieve greaterperformance formyour employee.Communicateand InvolveCan berigid andstrictRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Model isbased on anexchange ortransactionRewardComplianceand SafeBehaviorPerformance-OrientedAlsoknown asmanagerialleadershipFocusedon short-termgoalsBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.Coaches willreduceplaying timeafter badperformancesThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as paySupport: Couldpotentially havea greater impactas a whole on acompany.Support: Thereare setstandardsavailable foreach individua.RegularlyMonitorandEvaluateHelps create anachievable goaland at thesame timeinstillconfidenceRelies onrewards andpunishmentsto achieveoptimal jobAll peoplemay not bemotivated bythe samerewardsSet ClearSafetyExpectationsEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardFavorstructuredpolicies andproceduresCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearThrive onfollowingrules anddoing thingscorrectlyCancreate lowmoralelevelsProvideTrainingandEducationfollow clearlydefined goals; andmust be closelymonitored andmanaged  Foreman /Superintendentissues instructionsand promoterewards after a jobwell doneSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyEnforceAccountabilitymotivates theteam throughmoney,recognition orpraiseCoaches willname a playerof the gameafter greatperformanceLeadermotivatesemployees byexchangingcompetition forperformanceCan give anemployeeimmediateknowledge of whatis expected fromtheir performanceSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Foreman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureSupport: This is amonetary way toachieve greaterperformance formyour employee.Communicateand InvolveCan berigid andstrictRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Model isbased on anexchange ortransactionRewardComplianceand SafeBehaviorPerformance-OrientedAlsoknown asmanagerialleadershipFocusedon short-termgoalsBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.Coaches willreduceplaying timeafter badperformancesThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as paySupport: Couldpotentially havea greater impactas a whole on acompany.Support: Thereare setstandardsavailable foreach individua.RegularlyMonitorandEvaluateHelps create anachievable goaland at thesame timeinstillconfidenceRelies onrewards andpunishmentsto achieveoptimal jobAll peoplemay not bemotivated bythe samerewardsSet ClearSafetyExpectationsEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardFavorstructuredpolicies andproceduresCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearThrive onfollowingrules anddoing thingscorrectlyCancreate lowmoralelevelsProvideTrainingandEducationfollow clearlydefined goals; andmust be closelymonitored andmanaged  Foreman /Superintendentissues instructionsand promoterewards after a jobwell doneSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyEnforceAccountabilitymotivates theteam throughmoney,recognition orpraiseCoaches willname a playerof the gameafter greatperformanceLeadermotivatesemployees byexchangingcompetition forperformance

Transactional Leadership - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


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  1. Can give an employee immediate knowledge of what is expected from their performance
  2. Support: this leadership style could also push an employee to open new avenues to which one does their job.
  3. Foreman / Superintendent punish their staff for not meeting their goals and do not leave any room for failure
  4. Support: This is a monetary way to achieve greater performance form your employee.
  5. Communicate and Involve
  6. Can be rigid and strict
  7. Rewards individuals who perform their tasks to the specified levels & punishes workers who do not perform to set standards.
  8. Model is based on an exchange or transaction
  9. Reward Compliance and Safe Behavior
  10. Performance-Oriented
  11. Also known as managerial leadership
  12. Focused on short-term goals
  13. Based on theories that assume individuals are not self-motivated and need structure, instruction and supervision to accomplish their jobs
  14. Support: this form of leadership will ultimately give an individual the motivation to achieve higher goals that he or she my have set for themselves.
  15. Coaches will reduce playing time after bad performances
  16. The theory postulates that individuals will perform their tasks as the transactional leader wants them to do in exchange for the leader's offering something the workers want, such as pay
  17. Support: Could potentially have a greater impact as a whole on a company.
  18. Support: There are set standards available for each individua.
  19. Regularly Monitor and Evaluate
  20. Helps create an achievable goal and at the same time instill confidence
  21. Relies on rewards and punishments to achieve optimal job
  22. All people may not be motivated by the same rewards
  23. Set Clear Safety Expectations
  24. Employees know when they reach a certain goal or requirement they will receive a reward
  25. Favor structured policies and procedures
  26. Companies provide end of year bonuses based on performance during the last year
  27. Thrive on following rules and doing things correctly
  28. Can create low morale levels
  29. Provide Training and Education
  30. follow clearly defined goals; and must be closely monitored and managed
  31. Foreman / Superintendent issues instructions and promote rewards after a job well done
  32. Support: this could ensure that the individual will work harder, faster and have better production for the supervisor/ company
  33. Enforce Accountability
  34. motivates the team through money, recognition or praise
  35. Coaches will name a player of the game after great performance
  36. Leader motivates employees by exchanging competition for performance