Performance Emphasis: the need to emphasize the importance of subordinate performance, improve productivity and efficiency, keep subordinates working up to their capacities, and check on performance.

Consideration: the need to be friendly, supportive, and considerate in behavior toward subordinates and to be fair and objective.

Inspiration: the need to stimulate enthusiasm among subordinates for the work of the group and to say things that build confidence in subordinates’ abilities to perform assignments successfully.

Praise-Recognition: the need to provide praise and recognition to subordinates who perform effectively, to show appreciation for their special efforts and contributions, and to make sure they get credit for their helpful ideas and suggestions.

Structuring Reward Contingencies: the need to reward effective subordinate performance with tangible benefits, such as pay increases, promotions, more desirable assignments, better work schedules, more time off, and so on.

Decision Participation: the need to consult with subordinates and to otherwise allow them to influence managerial decisions.

Autonomy-Delegation: the need to delegate authority and responsibility to subordinates and allow them to determine how to do their work.

Role Clarification: the need to inform subordinates about their duties and responsibilities, specify the rules and policies that must be observed, and let subordinates know what is expected of them.

Goal Setting: the need to emphasize the importance of setting specific performance goals for each important aspect of a subordinate’s job, measure progress toward the goals, and provide concrete feedback.

Training-Coaching: the need to determine training needs for subordinates, and to provide any necessary training and coaching.

Information Dissemination: the need to keep subordinates informed about developments that affect their work, including events in other work units or outside the organization, decisions made by higher management, and progress in meetings with superiors or outsiders.

Problem Solving: the need to take the initiative in proposing solutions to serious work-related problems and act decisively to deal with such problems when a prompt solution is needed.

Planning: the need to organize efficiently and schedule the work in advance, plan how to attain work unit objectives, and make contingency plans for potential problems.

Coordination: the need to coordinate the work of subordinates, emphasize the importance of coordination, and encourage subordinates to coordinate their activities.

Work Facilitation: the need to obtain for subordinates any of the necessary supplies, equipment, support service, or other resources; eliminate problems in the work environment; and remove other obstacles that interfere with the work.

Representation: the need to establish contacts with other groups and important people in the organization, persuade them to appreciate and support the supervisor’s work unit, and to use influence with superiors and outsiders to promote and defend the interests of the work unit.

Interaction Facilitation: the need to try to get subordinates to be friendly with each other, cooperate, share information and ideas, and help one another.

Conflict Management: the need to restrain subordinates from fighting and arguing, encourage them to resolve conflicts in a constructive manner, and help to settle conflicts and disagreements between subordinates.

Criticism-Discipline: the need to constructively criticize or discipline a subordinate who shows consistently poor performance, violates a rule, or disobeys an order; disciplinary actions include an official warning, reprimand, suspension, or dismissal.