LEADERSHIP CHARACTERISTICS OF ... - Drake University

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107 Some CEOs chose not to ask any associates for their feedback. Others chose from one to six individuals to rate the CEO's leadership. The number of respondents at the various reporting levels (superior, peer, subordinate) was controlled by the CEO as was who they chose to participate in the study. As a result, the CEO may have avoided engaging others' participation for any number of reasons. In addition, the CEO could have engaged participants who where heavily supportive of the CEO, heavily critical of the CEO, or just the person who was most likely to complete the survey. The raters were not randomly selected and, as such, may have affected the results of the study. Therefore, while the results indicated raters see their CEOs as transformational and rater- leader scores highly correlate, results could have been compromised by the actual selection of the raters. Each CEO had an unequal number of respondents who might have been equally rated in some of the calculations. Efforts were made to address this discrepancy by performing a mean of means test for the MLQ whenever possible to get the average of each respective CEO score in addition to the average of all 290 scores combined. As a result of the unequal number of respondents, or lack of respondents in some cases, each CEO score might have contributed greater or lesser weight to the overall means.
It is also important to note that only leadership of the individual CEOs was evaluated for this study, and that the executive groups or teams were not evaluated. Therefore, while the findings in this study 108 address transformational leadership strength at the level of hospital CEOs, further investigation was not conducted to determine the degree to which transformational leadership extended within the organization. The hospitals' entire executive teams were neither evaluated to measure their transformational behaviors, nor was it determined if the CEOs had extended their leadership to create transformational cultures. Further research in this area would be necessary to assess the transformational depth within the organization and its impact on outcomes. These results could be confirmed by observations or interviews to better determine the discriminating factors among the leadership profile areas. An additional limitation of this study is that it was purely quantitative and served as a snapshot in time. Neither feed back, nor the perspectives of the CEOs or other participants was elicited to further determine some of their responses to the findings or the research. A rich body of information exists within the hospital CEO population that might contribute greatly to these findings. Additionally, because of the single-point-in-time view of o the leadership in Iowa hospitals, the researcher was unable to discover the long-term source of some of the relationships that existed. A longitudinal study could better evaluate the impact of changing
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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
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already see that the structure is m
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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
Page 97 and 98: (r = -.I 88, p>.05), a weak but sig
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 and 114: (1 997) asserted that while females
Page 115 and 116: statistically significant correlati
Page 117: experience in a variety of settings
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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