Paual, the HR director, was pleased to have just hired someone she felt was highly qualified as the benefits director. Charlie was bright, graduated from U. of Chicago and then traveled to England as a Rhodes Scholar. Charlie felt good about his new job and especially because it was located in Utah where he'd have the ability to enjoy the outdoors (e.g. backpacking, hiking, climbing, etc.). He jumped right into the thick of things. Within a month, he had learned all of the related programs and processes. Within 6 months, he had the position mastered. In fact, Paula expected Charlie to move up in the company very quickly.

Introducing a newer project, Paula wanted Charlie to evaluate the complete benefits package for the purposes of making needed changes. To her dismay, after a year on the job, he had accomplished very little with the benefits evaluation. He seemed to be constantly thinking of and talking about his outdoor adventures. Paula became concerned about his seeming lack of commitment to his job.

How would a TRANSACTIONAL leader react to this situation?