LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Bass, B. M., & Avolio, B. J. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal ofApplied Psychology, 88,207-2 1 8. Bass, B. M., Jung, D., Avolio, B. J., & Berson, Y. (2003). Predicting unit 113 performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88,207-21 8. Bennis, W. G. (2003). On becoming a leader: A leadership classic, updated and expanded (Second ed.). Cambridge, MA: Perseus Publishing. Bennis, W. G., & Nanus, B. (1 985). Leaders: The strategiesfor taking charge. New York: Harper and Row. Berger, S . (1 996). CEOs with the right stuff are worth big money. Modern Healthcare, 26,25. Bigoness, W., & Blakely, G. (1996). A cross-national study of managerial values. Journal ofInternationa1 Business Studies, 4,739-75 1. Blake, R., & McCanse, A. (1 99 1). Leadership dilemmas-Grid solutions. Houston, TX: Gulf. Blake, R., & Mouton, J. (1964). The managerial grid. Houston, TX: Gulf. Blake, R., & Mouton, J. (1985). The managerialgrid lll. Houston, TX: Gulf. Blanchard, K., Carlos, J., & Randolph, A. (1 996). Empowerment takes more than a minute. San Francisco: Berrett-Koehler Publishers. Blanchard, K., & Johnson, S. (1980). The one-minute manager. New York: The Rerkley Publishing Group.
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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
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Rokeach initially stated that value
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oth the terminal and instrumental d
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 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: Bass, B. M. (1 985). Leadership and
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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