The constructive transaction: the leader sets out, or agrees with followers, the work required and offers or hands over rewards in exchange for satisfactory performance, with standards set jointly or by the leader. It addresses followers' self-interest and is reasonably effective in most situations, except where the leader has no control over rewards, though less effective than any transformational component in raising development and performance. Honouring transactions consistently over time builds the trust on which transformational leadership rests.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.