LEADERSHIP CHARACTERISTICS OF ... - Drake University

suggest that employees are more likely to be attracted to organizations
where the CEOs are more transformational.
2. Transformational leadership was highly correlated to rater extra effort
and perceived effectiveness and satisfaction with the leader.
The final nine questions in the MLQ addressed the raters'
perception of leader effectiveness, the raters' satisfaction with the leaders
and the raters' current level of extra effort expended. These factors
enabled the researcher to move beyond descriptive findings of the
leaders' style to assess how that style affected the associates' ratings of
outcomes.
Significant and powerful correlations are supported in this research
between the three outcome areas noted and the leaders' style. Strong
levels of significance existed between the profile areas of extra effort,
effectiveness and satisfaction, and the style of transformational leadership
(Table 9). Moderate significant correlations existed between the three
noted profile areas and transactional leadership. A moderate negative
correlation existed between the three profile areas and the style of
passive-avoidant leadership.
These findings replicate those of Gasper (1 992), Patterson et al.
(1 995)' Lowe (1 996)' Bass (1 997), and Bass and Avolio (2003)' who found
that leaders who are seen as more satisfactory to associates and who are
considered as more effective leaders are more transformational and less
95