RegularlyMonitorandEvaluateSupport: This is amonetary way toachieve greaterperformance formyour employee.Rewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Can give anemployeeimmediateknowledge of whatis expected fromtheir performanceSet ClearSafetyExpectationsCancreate lowmoralelevelsForeman /Superintendentissues instructionsand promoterewards after a jobwell doneSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Model isbased on anexchange ortransactionThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as paySupport: Thereare setstandardsavailable foreach individua.Focusedon short-termgoalsPerformance-OrientedEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardRelies onrewards andpunishmentsto achieveoptimal jobEnforceAccountabilityForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureFavorstructuredpolicies andproceduresSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyCan berigid andstrictProvideTrainingandEducationAll peoplemay not bemotivated bythe samerewardsCommunicateand Involvemotivates theteam throughmoney,recognition orpraiseSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.Thrive onfollowingrules anddoing thingscorrectlyCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearHelps create anachievable goaland at thesame timeinstillconfidenceCoaches willname a playerof the gameafter greatperformanceLeadermotivatesemployees byexchangingcompetition forperformanceCoaches willreduceplaying timeafter badperformancesBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsSupport: Couldpotentially havea greater impactas a whole on acompany.RewardComplianceand SafeBehaviorAlsoknown asmanagerialleadershipfollow clearlydefined goals; andmust be closelymonitored andmanaged  RegularlyMonitorandEvaluateSupport: This is amonetary way toachieve greaterperformance formyour employee.Rewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Can give anemployeeimmediateknowledge of whatis expected fromtheir performanceSet ClearSafetyExpectationsCancreate lowmoralelevelsForeman /Superintendentissues instructionsand promoterewards after a jobwell doneSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Model isbased on anexchange ortransactionThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as paySupport: Thereare setstandardsavailable foreach individua.Focusedon short-termgoalsPerformance-OrientedEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardRelies onrewards andpunishmentsto achieveoptimal jobEnforceAccountabilityForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureFavorstructuredpolicies andproceduresSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyCan berigid andstrictProvideTrainingandEducationAll peoplemay not bemotivated bythe samerewardsCommunicateand Involvemotivates theteam throughmoney,recognition orpraiseSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.Thrive onfollowingrules anddoing thingscorrectlyCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearHelps create anachievable goaland at thesame timeinstillconfidenceCoaches willname a playerof the gameafter greatperformanceLeadermotivatesemployees byexchangingcompetition forperformanceCoaches willreduceplaying timeafter badperformancesBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsSupport: Couldpotentially havea greater impactas a whole on acompany.RewardComplianceand SafeBehaviorAlsoknown asmanagerialleadershipfollow clearlydefined goals; andmust be closelymonitored andmanaged  

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