ProvideTrainingandEducationSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Support: This is amonetary way toachieve greaterperformance formyour employee.RegularlyMonitorandEvaluateCancreate lowmoralelevelsfollow clearlydefined goals; andmust be closelymonitored andmanaged  Coaches willname a playerof the gameafter greatperformanceSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.All peoplemay not bemotivated bythe samerewardsForeman /Superintendentissues instructionsand promoterewards after a jobwell doneCan give anemployeeimmediateknowledge of whatis expected fromtheir performanceCoaches willreduceplaying timeafter badperformancesLeadermotivatesemployees byexchangingcompetition forperformanceRewardComplianceand SafeBehaviorBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsAlsoknown asmanagerialleadershipRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Communicateand InvolveRelies onrewards andpunishmentsto achieveoptimal jobSupport: Thereare setstandardsavailable foreach individua.Helps create anachievable goaland at thesame timeinstillconfidenceFavorstructuredpolicies andproceduresThe 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.Performance-OrientedForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureThrive onfollowingrules anddoing thingscorrectlyCan berigid andstrictSet ClearSafetyExpectationsEnforceAccountabilityModel isbased on anexchange ortransactionEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardFocusedon short-termgoalsSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companymotivates theteam throughmoney,recognition orpraiseCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyearProvideTrainingandEducationSupport: thisleadership style couldalso push anemployee to opennew avenues towhich one does theirjob.Support: This is amonetary way toachieve greaterperformance formyour employee.RegularlyMonitorandEvaluateCancreate lowmoralelevelsfollow clearlydefined goals; andmust be closelymonitored andmanaged  Coaches willname a playerof the gameafter greatperformanceSupport: this form ofleadership willultimately give anindividual themotivation to achievehigher goals that heor she my have setfor themselves.All peoplemay not bemotivated bythe samerewardsForeman /Superintendentissues instructionsand promoterewards after a jobwell doneCan give anemployeeimmediateknowledge of whatis expected fromtheir performanceCoaches willreduceplaying timeafter badperformancesLeadermotivatesemployees byexchangingcompetition forperformanceRewardComplianceand SafeBehaviorBased on theoriesthat assumeindividuals are notself-motivated andneed structure,instruction andsupervision toaccomplish their jobsAlsoknown asmanagerialleadershipRewards individualswho perform theirtasks to the specifiedlevels & punishesworkers who do notperform to setstandards.Communicateand InvolveRelies onrewards andpunishmentsto achieveoptimal jobSupport: Thereare setstandardsavailable foreach individua.Helps create anachievable goaland at thesame timeinstillconfidenceFavorstructuredpolicies andproceduresThe 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.Performance-OrientedForeman /Superintendentpunish their stafffor not meetingtheir goals and donot leave anyroom for failureThrive onfollowingrules anddoing thingscorrectlyCan berigid andstrictSet ClearSafetyExpectationsEnforceAccountabilityModel isbased on anexchange ortransactionEmployees knowwhen they reach acertain goal orrequirement theywill receive arewardFocusedon short-termgoalsSupport: this couldensure that theindividual will workharder, faster andhave betterproduction for thesupervisor/ companymotivates theteam throughmoney,recognition orpraiseCompaniesprovide end ofyear bonusesbased onperformanceduring the lastyear

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