LEADERSHIP CHARACTERISTICS OF ... - Drake University

was true for organizations; values shift within the context of movement
from one level of hierarchy to the next. It is unknown the extent to which
the CEOs' values affect or are affected by those of the hospital.
Values, when correlated with hospital size, CEO age, experience or
leadership training, presented weak or insignificant findings. Therefore, it
can be surmised from these findings that a wide variety of CEO values are
apparent in lowa hospitals and that CEO values are not specific to certain
hospital sizes or settings. It is additionally possible that these results were
not robust enough to show the relationship between leadership styles and
value ratings. While values can be clustered into certain domains, these
findings suggest that the domains are not correlated to certain leadership
styles, CEO age, years of experience or hospital size or setting.
Hospital CEOs were similar in their rankings of importance for both
terminal and instrumental values. Terminal value scores overwhelmingly
indicated the importance to lowa hospital CEOs of family security, and
health and happiness. Other executives, activists and union members
aligned with hospital CEOs and rated family security as one of their top
three values (Frederick & Weber, 1990). Hospital CEOs were the only
group of the four (executives, activists, union members, CEOs) to rank
wisdom in their top five terminal values. It is unknown why wisdom
emerges as a more important value to hospital CEOs than to executives,
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