LEADERSHIP CHARACTERISTICS OF ... - Drake University

More documents

Recommendations

Info

Ambitious Hardworking and aspiring Broad-minded Open-minded Capable Competent; effective Clean Neat and tidy Courageous Standing up for your beliefs Forgiving Willing to pardon others Helpful Working for the welfare of others Honest Sincere and truthful Imaginative Daring and creative Independent Self-reliant; self-sufficient Intellectual Intelligent and reflective Logical Consistent; rational Loving Affectionate and tender Loyal Faithful to friends or the group Obedient Dutiful; respectful Polite Courteous and well-mannered Responsible Dependable and reliable Self-controlled Restrained; self-disciplined - Instrumental Values
1 2- a little true 3- mostly true APPENDIX D: HardiSurvey (PVSII-R) 4- verytme I HardiSurvey (PVSIII-R) Copyright O 200 1, The Hardiness Institute, Inc. 1. By working hard, you can always achieve your goal. 2. I don't like to make changes in my everyday schedule. 3. I really look forward to my work. 4. I am not equipped to handle the unexpected problems of life. -C~ost of what happens in life is just meant to be. -- 6. When I make plans, I am certain I can make them work. 7. No matter how hard I try, my efforts usually accomplish little. 8. I like a lot of variety in my work. 9. Most of the time, people listen carefully to what I have to say. 10. Thnking of yourself as a fi-ee person just leads to frustration. 1 1. Trying your best at what you do usually pays off in the end. 1 2. My mistakes are usually very difficult to correct. 13. It bothers me that my daily routine gets interrupted. 14. I often wake up eager to take up life wherever it left off. 15. Lots of times, 1 really don't know my own mind. -- 16. Change in routine provokes me to learn. 17. Most daysTife is really interesting and exciting for me. 18. It's hard to imagine anyone getting excited about working. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 -. 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
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 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: A Comfortable Life A prosperous lif
Page 145 and 146: Dear Hospital CEO: APPENDIX F: CEO
show all

LEADERSHIP CHARACTERISTICS OF ... - Drake University

Create successful ePaper yourself

Delete template?

Save as template?