LEADERSHIP CHARACTERISTICS OF ... - Drake University

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hospital CEOs ranked significantly lower in transactional leadership means (2.10) than did CEOs in urban (2.64), rural (2.29) or critical access (2.43) hospitals. Table 23 provides information about the actual means, standard deviations, and standard error of measurement for the CEOs relative to hospital setting. The findings suggest that while CEOs with various levels of transformational, transactional, and passive-avoidant leadership styles were found in all hospital settings, transactional leadership scores were found to be significantly lower and passive- avoidant scores significantly higher in rural referral hospitals than in other settings. It is difficult to extrapolate significant information from those findings considering the low number of rural referral respondents (N=2). Table 22 Kruskal Wallis Test for Hospital Settings Transformational Transactional Passive-Avoidant Leadership Leadership Leadership Chi-square 4.232 9.466 5.805 df 3 3 3 Asymp. Sig. .237 .024 .I22
Table 23 MLQ Mean Scores of Leadership Styles Related to Hospital Settings Style Setting N Mean Std. Std. Error Deviation Transformational Leadership Urban 9 3.329956 .2637902 .087930 1 Rural 23 3.1 90509 .3519501 .0733867 Rural Referral 2 3.471 700 .0480833 .0340000 Critical Access 26 3.20381 2 .545962 1 .I070720 Total 60 3.226563 .4317039 .0557327 Transactional Leadership Urban 9 2.64141 1 .4085750 .I361917 Rural 23 2.294961 .3409856 .0711004 Rural Referral 2 2.099200 .056 1 443 -0397000 Critical Access 26 2.427050 .3727793 .0731080 Total 60 2.397642 .376 1 677 .0485630 Passive-Avoidant Leadership Urban 9 373222 .8082496 .2694 1 65 Rural 23 .871117 .4330651 .0903003 Rural Referral 2 .5 1 1 900 .2483359 .I756000 Critical Access 26 .982 131 .6634589 .I301 150 Total 60 .922565 .5956305 .0768956 Age, gender, years of experience, hours of leadership training, hospital size, and setting were not significant or were only marginally correlated to CEO leadership style. As a result of the weakness of these noted demographic factors related to leadership style, predictor analyses were not performed.
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LEADERSHIP CHARACTERISTICS OF HOSPI
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LEADERSHIP CHARACTERISTICS OF HOSPI
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ACKNOWLEDGEMENTS Conducting researc
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3 . METHOD ........................
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List of Tables Table Page 1 . Rokea
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List of Figures Figure Page 1 . Use
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needs of the present. Research fund
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programs at the university, for-pro
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1996; Yammarino, 1999), little info
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and throughout the state to address
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Chapter 2 REVIEW OF THE LITERATURE
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of intelligence, will and character
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Research showed that no traits were
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team of highly motivated and skille
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extrinsic rewards. Theory X leaders
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establish ground rules; (2) support
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Transactional LeadershipTheory By t
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ealization of self interests and th
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them toward higher and more univers
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7. Communicate a clear vision of th
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1990s. Servant leaders were encoura
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This research has resulted in a com
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training, and the control group of
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transactional and transformational
Page 49 and 50: leadership style correlates with su
Page 51 and 52: development, personal experience, s
Page 53 and 54: shared. Women believe people perfor
Page 55 and 56: A study of 40 primary health center
Page 57 and 58: Chapter 3 METHOD Purpose of the Stu
Page 59 and 60: determine the CEO's perception of l
Page 61 and 62: The hardiness survey assesses how m
Page 63 and 64: already see that the structure is m
Page 65 and 66: transformational factors correlate
Page 67 and 68: followers satisfy their needs. Ther
Page 69 and 70: Rokeach initially stated that value
Page 71 and 72: oth the terminal and instrumental d
Page 73 and 74: associates with a preference (not r
Page 75 and 76: Pearson's correlation coeRcient was
Page 77 and 78: Chapter 4 ANALYSIS OF THE DATA lowa
Page 79 and 80: eported a mean of 98.04 hours of le
Page 81 and 82: Table 6 Mean and Standard Deviation
Page 83 and 84: others in transformational and tran
Page 85 and 86: Table 9 Pearson's Correlation Coeff
Page 87 and 88: groups (50 years of age). Variabili
Page 89 and 90: to the original hypotheses, transfo
Page 91 and 92: 'Table 14 Correlations Between Inst
Page 93 and 94: Mean scores were compiled for each
Page 95 and 96: Table 17 Gender Differences Related
Page 97 and 98: (r = -.I 88, p>.05), a weak but sig
Page 99: Table 21 Demographic Factors Relate
Page 103 and 104: The results related to organization
Page 105 and 106: characteristics, should also contri
Page 107 and 108: transactional. Furthermore, Volkman
Page 109 and 110: This study extended the multi-item
Page 111 and 112: 100 activists and union members. In
Page 113 and 114: (1 997) asserted that while females
Page 115 and 116: statistically significant correlati
Page 117 and 118: experience in a variety of settings
Page 119 and 120: It is also important to note that o
Page 121 and 122: 110 4. Determine if hospital boards
Page 123 and 124: Bass, B. M. (1 985). Leadership and
Page 125 and 126: 114 Bolman, L., & Deal, T. E. (1997
Page 127 and 128: Eagly, A. (2003). Transformational,
Page 129 and 130: Hater, J., & Bass, B. M. (1988). Su
Page 131 and 132: Johnston, C. S. (1995). The Rokeach
Page 133 and 134: Northouse, P. (2004). Leadership th
Page 135 and 136: Wohlers, A., & London, M. (1989). R
Page 137 and 138: 16 . I make clear what one can expe
Page 139 and 140: 16 . Makes clear what one can expec
Page 141 and 142: A Comfortable Life A prosperous lif
Page 143 and 144: 1 2- a little true 3- mostly true A
Page 145 and 146: Dear Hospital CEO: APPENDIX F: CEO
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