LEADERSHIP CHARACTERISTICS OF ... - Drake University

More documents

Recommendations

Info

House, R., & Mitchell, T. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 8 1-97. House, R., & Shamir, B. (1 993). Toward the integration of transformational, charismatic, and visionary theories. Leadership theory and research: Perspectives and directions. New York: Academic Press. 119 House, R., Spangler, W., & Woycke, J. (1 99 1 ). Personality and charisma in the US Presidency: A psychological theory of leadership effectiveness. Administrative Science Quarterly, 36, 364-396. Howell, J. M., & Avolio, B. (1 993). Transformational leadership, transactional leadership, locus of control and support for innovation: Key predictors of consolidated-business -unit performance. Journal ofApplied Psychology, 78, 891-902. Howell, J. M., & Frost, P. J. (1 989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Processes, 43,243-269. Hui, C. H., & Triandis, H. C. (1985). Measurement in cross-cultural psychology. Journal of Cross-Cultural Psychology, 16, 13 1-1 52. Iowa Hospital Association. (2003). Profiles: Documenting the social and economic importance ofIowa hospitals and health systems. Des Moines: Iowa Hospital Association. Jenkins, W. 0. (1947). A review of leadership studies with particular reference to military problems. Psychological Bulletin, 44, 54-79.
Johnston, C. S. (1995). The Rokeach Value Survey: Underlying structure and multidimensional scaling. Journal ofPsychology, 129, 583 -598. 120 Jung, D., & Avolio, B. (1999). Effects of leadership style and followers' cultural orientation on performance in group and individual task conditions. Academy ofManagemen$ Journal, 42,208-2 1 8. Katz, R. L. (1 995). Skills of an effective administrator. Haward Business Review, January -February. Kirkpatrick, S., & Locke, E. (1991). Leadership: Do traits matter? Academy of Management Executive, 5,48-60. Kirkpatrick, S., & Locke, E. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitude. Journal of Applied Psychology, 81,36-5 1. Kotter, J. (1 996). Leading change. Boston: Harvard Business School Press. Lewin, K., Lippert, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal ofsocial Psychology, IO, 27 1-299. Lewis, A. E., & Fagenson-Eland, E. A. (1998). The influence of gender and organizational level on perception of leadership behaviors: A self and supervisor comparison. Sex Roles, 39,479-503. Lowe, K. B., Kroeck, K., & Sivasubramanian, N. (1 996). Effectiveness correlates of transformational and transactional leadership: A meta-analytical review of the MLQ literature. Leadership Quarterly, 7, 385-426.
Page 1 and 2:
LEADERSHIP CHARACTERISTICS OF HOSPI
Page 3 and 4:
LEADERSHIP CHARACTERISTICS OF HOSPI
Page 5 and 6:
ACKNOWLEDGEMENTS Conducting researc
Page 7 and 8:
3 . METHOD ........................
Page 9 and 10:
List of Tables Table Page 1 . Rokea
Page 11 and 12:
List of Figures Figure Page 1 . Use
Page 13 and 14:
needs of the present. Research fund
Page 15 and 16:
programs at the university, for-pro
Page 17 and 18:
1996; Yammarino, 1999), little info
Page 19 and 20:
and throughout the state to address
Page 21 and 22:
Chapter 2 REVIEW OF THE LITERATURE
Page 23 and 24:
of intelligence, will and character
Page 25 and 26:
Research showed that no traits were
Page 27 and 28:
team of highly motivated and skille
Page 29 and 30:
extrinsic rewards. Theory X leaders
Page 31 and 32:
establish ground rules; (2) support
Page 33 and 34:
Transactional LeadershipTheory By t
Page 35 and 36:
ealization of self interests and th
Page 37 and 38:
them toward higher and more univers
Page 39 and 40:
7. Communicate a clear vision of th
Page 41 and 42:
1990s. Servant leaders were encoura
Page 43 and 44:
This research has resulted in a com
Page 45 and 46:
training, and the control group of
Page 47 and 48:
transactional and transformational
Page 49 and 50:
leadership style correlates with su
Page 51 and 52:
development, personal experience, s
Page 53 and 54:
shared. Women believe people perfor
Page 55 and 56:
A study of 40 primary health center
Page 57 and 58:
Chapter 3 METHOD Purpose of the Stu
Page 59 and 60:
determine the CEO's perception of l
Page 61 and 62:
The hardiness survey assesses how m
Page 63 and 64:
already see that the structure is m
Page 65 and 66:
transformational factors correlate
Page 67 and 68:
followers satisfy their needs. Ther
Page 69 and 70:
Rokeach initially stated that value
Page 71 and 72:
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
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 and 126: 114 Bolman, L., & Deal, T. E. (1997
Page 127 and 128: Eagly, A. (2003). Transformational,
Page 129: Hater, J., & Bass, B. M. (1988). Su
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
show all

LEADERSHIP CHARACTERISTICS OF ... - Drake University

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?