The transactional leader is exclusively concerned with the results of the relationship. This leader focuses his or her
managerial work on negotiating extrinsic exchanges and on controlling the actions of his or her collaborators so that they follow the leader's will. Transactional leaders can only influence their collaborators on the basis of extrinsic rewards and punishments: ``transactional leadership occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance. Transactional leadership depends on contingent reinforcement'' (Bass and Avolio, 1994, p. 4). Good transactional leaders are usually good negotiators, authoritarian or even aggressive, so that they
obtain the maximum benefit from the economic influence relationship that they have created. This benefit, however, is suboptimal from the point of view of other higher value-added partnerships, because it produces uniformity which only includes formally-demanded activities (in-role behavior).