LEADERSHIP CHARACTERISTICS OF ... - Drake University

More documents

Recommendations

Info

Chapter 5 SUMMARY, CONCLUSIONS, DISCUSSION, AND RECOMMENDATIONS Leadership styles of hospital CEOs were characterized by a high level of transformational leadership behaviors, transactional behaviors and to a much lesser extent, passive-avoidant behaviors. Their leadership styles were not consistently related to their leadership training, gender, age, years of experience, stated values, or hospital size or setting in which they worked. Finally, these transformational CEOs, of both genders, perceived their own leadership style to be consistent with how others perceived them. 7. Hospital C EOs demonstrated greater transformational and transactional leadership traits and behaviors than did leaders in three meta-analyses performed since 7 992. The results of this study suggest that hospital CEOs had high levels of transformational leadership behaviors and traits that could serve their organizations well. These CEOs paired their high transformational leadership levels with elevated transactional leadership levels to create the best of both worlds (Table 6). Additionally, hospital CEOs had a mean ranking of passive-avoidant leadership that was lower than that identified by the meta-analysis studies of Bass (I 999), Lowe et. al, (1 996), and Gasper (1 992).
The results related to organizational effectiveness bode well for hospital CEOs. Bass and Avolio (1 989) and Avolio and Bass (1 999) have found that transformational leaders generate higher levels of commitment from their followers than do transactional or passive-avoidant leaders. Greater follower compliance is also evident if leaders are more transformational than transactional (Patterson, Fuller, Kester, & Stringer, 1995). Morales and Molero (1 995) found, in an experimental research design, that leaders are more legitimate in the eyes of the team if the leader is viewed as transformational. In addition, they discovered that role conflict and lower interpersonal relations improved when leaders improved their transformational behaviors. Transformational leadership has strong correlations with objective and subjective measures of performance and, as such, hospital CEO leadership styles are likely to make a positive contribution to the success of their organizations. These transformational hospital leaders can, therefore, be considered a significant asset to their organization. The research of Bass and Avolio (2003) supports the need for strength in both transactional and transformational leadership when meeting the needs of an organization. Transactional leaders are said to work within the constraints of the organization, whereas transformational leaders change the organization (Bass, 1985; Waldman et al., 1990). Organizations need the both leadership styles in order to succeed.
Page 1 and 2:
LEADERSHIP CHARACTERISTICS OF HOSPI
Page 3 and 4:
LEADERSHIP CHARACTERISTICS OF HOSPI
Page 5 and 6:
ACKNOWLEDGEMENTS Conducting researc
Page 7 and 8:
3 . METHOD ........................
Page 9 and 10:
List of Tables Table Page 1 . Rokea
Page 11 and 12:
List of Figures Figure Page 1 . Use
Page 13 and 14:
needs of the present. Research fund
Page 15 and 16:
programs at the university, for-pro
Page 17 and 18:
1996; Yammarino, 1999), little info
Page 19 and 20:
and throughout the state to address
Page 21 and 22:
Chapter 2 REVIEW OF THE LITERATURE
Page 23 and 24:
of intelligence, will and character
Page 25 and 26:
Research showed that no traits were
Page 27 and 28:
team of highly motivated and skille
Page 29 and 30:
extrinsic rewards. Theory X leaders
Page 31 and 32:
establish ground rules; (2) support
Page 33 and 34:
Transactional LeadershipTheory By t
Page 35 and 36:
ealization of self interests and th
Page 37 and 38:
them toward higher and more univers
Page 39 and 40:
7. Communicate a clear vision of th
Page 41 and 42:
1990s. Servant leaders were encoura
Page 43 and 44:
This research has resulted in a com
Page 45 and 46:
training, and the control group of
Page 47 and 48:
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 and 100: Table 21 Demographic Factors Relate
Page 101: Table 23 MLQ Mean Scores of Leaders
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
show all

LEADERSHIP CHARACTERISTICS OF ... - Drake University

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?