LEADERSHIP CHARACTERISTICS OF ... - Drake University

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female managers. Results of the studies conducted by this researcher were similar to those of Bass and Avolio. The 150 male and 79 female managers in Bass, et al's study were part of a multi-rater assessment. 103 They concluded that female managers, on average, were viewed as more effective and satisfying to work for as well as more likely to generate extra effort from their associates than were male managers. Again, the practical correlation of these findings to the workplace requires closer scrutiny. More comprehensive studies are needed to address organizations like hospitals, which are dominated by males at the executive level. Such studies could match or adjust for abilities predictive of leadership success. The healthcare industry is largely comprised of male senior level executives, with a second tier of leadership (nursing) largely dominated by females. Additional inquiry into the impact of these gender differences within healthcare organizations could further clarify current inconsistencies within the research. 6. Leadership training, CEO age, years of experience, hospital size and setting failed to consistently emerge as significant correlates of leadership style. CEO leadership development was not significantly correlated to any specific leadership style. Ratings of the CEO indicated no correlation between leadership style and the number of hours of leadership training the CEO reported during the previous three-year period. A weak, but
statistically significant correlation appeared to exist between the CEO's self-rated leadership style and hours of leadership training. CEOs who 104 rated themselves as more transformational also had a greater number of leadership training hours in the previous three years (Table 21). The lack of significant findings could be a function of the information that was asked of the CEO. The interpretation of "leadership training" is likely to differ among the CEOs. Some might have considered it to be any training in which they participated; or they might have been very specific about identifying only leadership training that focused on their individual development or any variation thereof. Future considerations of leadership development might best start by clarifying its distinction from leader development. Leader development has a "goal of enhancing the individual's capacity and potential, such as self-awareness, self-regulation, and self-motivation" (Bass, Jung, Avolio, & Berson, 2003, p. 216). On the other hand, leadership development is widely considered a neglected area of leadership training and consists of developing an understanding of the "complex interaction between, and work with, leaders and followers and the context in which they operate" (Bass et al., 2003, p. 216). Within the context of transformational leadership and its impact on organizational outcomes, it appears that leadership development, with its focus on the leader, follower, and context, might have the greatest return on investment for leaders; and if it
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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
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leadership style correlates with su
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development, personal experience, s
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shared. Women believe people perfor
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A study of 40 primary health center
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Chapter 3 METHOD Purpose of the Stu
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determine the CEO's perception of l
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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
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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
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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
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Page 99 and 100: Table 21 Demographic Factors Relate
Page 101 and 102: Table 23 MLQ Mean Scores of Leaders
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: (1 997) asserted that while females
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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