Companiesprovide end ofyear bonusesbased onperformanceduring the lastyearAll peoplemay not bemotivated bythe samerewardsSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Employees knowwhen they reach acertain goal orrequirement theywill receive arewardFavorstructuredpolicies andproceduresSupport: This is amonetary way toachieve greaterperformance formyour employee.Can berigid andstrictSet ClearSafetyExpectationsSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.RewardComplianceand SafeBehaviorSupport: Thereare setstandardsavailable foreach individua.Based on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsRelies onrewards andpunishmentsto achieveoptimal jobAlsoknown asmanagerialleadershipSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyProvideTrainingandEducationCommunicateand InvolveThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as payRegularlyMonitorandEvaluateCoaches willname a playerof the gameafter greatperformanceForeman /Superintendentissues instructionsand promoterewards after a jobwell donemotivates theteam throughmoney,recognition orpraiseForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failurePerformance-OrientedRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.EnforceAccountabilityCan give anemployeeimmediateknowledge of whatis expected fromtheir performanceCoaches willreduceplaying timeafter badperformancesHelps create anachievable goaland at thesame timeinstillconfidenceLeadermotivatesemployees byexchangingcompetition forperformanceModel isbased on anexchange ortransactionSupport: Couldpotentially havea greater impactas a whole on acompany.Cancreate lowmoralelevelsfollow clearlydefined goals; andmust be closelymonitored andmanaged  Focusedon short-termgoalsThrive onfollowingrules anddoing thingscorrectlyCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearAll peoplemay not bemotivated bythe samerewardsSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Employees knowwhen they reach acertain goal orrequirement theywill receive arewardFavorstructuredpolicies andproceduresSupport: This is amonetary way toachieve greaterperformance formyour employee.Can berigid andstrictSet ClearSafetyExpectationsSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.RewardComplianceand SafeBehaviorSupport: Thereare setstandardsavailable foreach individua.Based on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsRelies onrewards andpunishmentsto achieveoptimal jobAlsoknown asmanagerialleadershipSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companyProvideTrainingandEducationCommunicateand InvolveThe theory postulatesthat individuals willperform their tasks asthe transactionalleader wants them todo in exchange for theleader's offeringsomething the workerswant, such as payRegularlyMonitorandEvaluateCoaches willname a playerof the gameafter greatperformanceForeman /Superintendentissues instructionsand promoterewards after a jobwell donemotivates theteam throughmoney,recognition orpraiseForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failurePerformance-OrientedRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.EnforceAccountabilityCan give anemployeeimmediateknowledge of whatis expected fromtheir performanceCoaches willreduceplaying timeafter badperformancesHelps create anachievable goaland at thesame timeinstillconfidenceLeadermotivatesemployees byexchangingcompetition forperformanceModel isbased on anexchange ortransactionSupport: Couldpotentially havea greater impactas a whole on acompany.Cancreate lowmoralelevelsfollow clearlydefined goals; andmust be closelymonitored andmanaged  Focusedon short-termgoalsThrive onfollowingrules anddoing thingscorrectly

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.


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