The active corrective transaction: the leader sets up monitoring of followers' work for errors, mistakes and departures from standards and corrects them when required, a constant vigilance for possible mistakes. It is generally less effective and satisfying than contingent reward and, used in excess, creates a risk-averse culture low in innovation; but in high-risk settings (nuclear plants, healthcare, firefighting, combat) it is seen by followers and leaders as positive and effective, and in the authors' Army study active management-by-exception of platoon leaders and sergeants predicted platoon readiness.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.