LEADERSHIP CHARACTERISTICS OF ... - Drake University

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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
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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
Page 89 and 90: to the original hypotheses, transfo
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 and 124: Bass, B. M. (1 985). Leadership and
Page 125: 114 Bolman, L., & Deal, T. E. (1997
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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