LEADERSHIP CHARACTERISTICS OF ... - Drake University

transactional. Furthermore, Volkmann's research with nurses found that
dissatisfaction and ineffectiveness were strongly associated with passive-
avoidant leadership styles and associated with higher staff turnover. This
study also supported Bass's findings in which employees say that they
exert extra effort on behalf of transformational leaders. This effect was
weaker with transactional leaders, and employees said that they exerted
little effort for passive-avoidant leaders.
3. CEO self-ratings were not significantly different from the ratings of their
peers, superiors, subordinates, or unknown respondents.
Hospital CEOs appear to be similar in their self-assessment to the
ratings by others. CEOs not only have insight into their own leadership,
but they also see themselves as others see them. These findings run
contrary to much of the research about multi-rater feedback; a significant
body of research suggests that leaders do not see their leadership in the
same light as their associates do. Bass and Avolio (1 999), Yammarino
and Bass (1 990), McEnvoy and Beaty (1 989), and Wohlers and London
(1 989) reported that managers, when describing their own leadership,
self-inflate or rate themselves higher than those who rate them.
However, an interesting phenomenon appears to emerge relative to
transformational leadership and multi-rater assessments. When leader
and rater scores align, it is typically the transformational leaders who rate
themselves similar to others' ratings. Alimo-Metcalfe (1 998) contributed to
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