LEADERSHIP CHARACTERISTICS OF ... - Drake University

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demographics, evolving leadership styles, and organizational impact related to the leader. Future Research While this study provided valuable information about the current status of leadership in hospitals, more research is needed in this area. Healthcare leadership research should seek to: 1. Determine the relationship between leadership styles and 109 organizational outcomes in healthcare settings. Specific attention should be paid to the relationship between leadership style and the ability to recruit and retain healthcare staff. 2. Determine the degree to which transformational cultures permeate in healthcare organizations. Ascertain whether organizations become more transformational the longer the transformational leader is there. Such research should extend from the male- dominated CEO level to the female-dominated nurse-manager level. 3. Assess the value of transformational leadership training in healthcare. Does such training influence financial outcomes, employee satisfaction, extra effort, and perception of leader effectiveness?
110 4. Determine if hospital boards and recruiters can benefit from the use of a formal model to recruit, retain, and support transformational leaders in their organizations. In summary, this study adds to a growing body of evidence that shows the presence of transformational, transactional and passive- avoidant leadership styles can be measured and that suggests those measurements can be used to advance our knowledge of the type of leadership that is vital to the success of healthcare organizations. Practical applications for hospital boards, CEOs, and managers relative to development, outcomes and performance are desirable areas of exploration for future leadership research.
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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
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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
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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 and 114: (1 997) asserted that while females
Page 115 and 116: statistically significant correlati
Page 117 and 118: experience in a variety of settings
Page 119: It is also important to note that o
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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