LEADERSHIP CHARACTERISTICS OF ... - Drake University

had been captured as such, this study might have yielded different
findings.
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For example, this study might benefit from a further analysis of 1 )
the types of leadership training that took place, 2) the training goals of the
CEO, and 3) the CEO's baseline capabilities. Such an analysis might
further illuminate factors that influenced self-perceived leadership style
and training. Further examination of the types of leadership training might
lead to more robust findings relative to hospital CEOs' leadership styles.
Additional demographics were considered, including hospital size
and setting, CEO age, and years of experience. Neither hospital size (in
net revenue) nor setting (critical access, rural, rural referral, urban) was
significantly correlated to leadership style. Survey results suggested that
transformational, transactional, and passive-avoidant leaders were just as
likely to work in one hospital setting as another or in one hospital size or
another. Findings suggest that transformational leadership (the most
effective style) may exist in every hospital regardless of size or setting.
Similarly, passive-avoidant leadership (the least effective style) and
transactional leadership may exist in any hospital size or setting.
Similarly, the personal factors of age and years of CEO experience
did not serve as strong indicators of any particular leadership style; there
is little existing research is available in these areas. The results of this
study suggest that individuals of all ages with varying amounts of CEO