For example, one may choose to use a traditional top-down directive a often thought of as bureaucratic. Such an approach assumes that the best information and the best ideas for solving problems are found in the upper echelon of the organization and should be passed down the line to be implemented by those in the lower echelons. This approach predictably creates a transactional relationship with followers in which motivation and effort are circumscribed by the expectations inherent in the agreed upon transactional relationship