LEADERSHIP CHARACTERISTICS OF ... - Drake University

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outpatient care, resulting in an increase of 85.4% of outpatient visits since 1993 (lowa Hospital Association, 2003). Hospital CEOs are also responsible for assuring that their hospitals are staffed with highly skilled personnel 24 hours a day, seven days a week. Particularly challenging for CEOs is the increased demand for nurses, compounded by a reduced supply of nurses, especially in rural areas. Additional rural healthcare challenges include struggles to fix aging buildings, keep current with technology, and following new regulations with unfunded mandates (Carpenter, 2001). Healthcare reform is viewed by both rural and urban CEOs as a critical factor in their organizations' success. While rural hospital CEOs view the large and growing number of uninsured people as the most important reason the health system needs to change, their urban counterparts see things differently. Urban hospital CEOs suggest that excessive costs associated with prolonging the lives of dying patients for a few days or weeks represent the most important reason for health care reform (Smith, 1994). Despite these challenges, CEOs in lowa hospitals continue to offer high quality services to their communities. In 2002, lowa was ranked as the seventh healthiest state in the nation (lowa Hospital Association, 2003). The ranking was based on 21 weighted factors for basic health care and access to health care. While this is a decline from fifth place in 2001, CEOs continue to collaborate within their communities
and throughout the state to address community health issues (Mycek, 1998). Leadership Selection The numerous issues that face healthcare executives challenges us to consider just what type of leader chooses to guide an organization through this maze. Since the mid 1800s, researchers have attempted to determine the required traits, characteristics, or styles that leaders require to guide effectively highly complex organizations (MacGregor Burns, 2003). Leadership theory in the last half of the 2oth century largely focused on the interaction between (1) leader and follower and (2) leader in the context of organizational or societal needs (Avolio & Bass, 1999; Bass, 1999; Bennis & Nanus, 1985; Goleman, Boyatzis, & McKee, 2002; Heifetz, 1994; Howell & Avolio, 1993; Kirkpatrick & Locke, 1996; Kotter, 1996; MacGregor Burns, 2003; Tichy & Devanna, 1986; Yammarino, 2001; Yukl, 1989). One theory that has received particular attention is that of transformational leadership. Transformational leadership style is believed by its proponents to be the most effective in leading today's organizations. This type of leadership aligns the organizational vision and goals with those of the individual employee or subordinate (Bass, 1990; MacGregor Burns, 2003). The vision and values of the organization are powerfully communicated by transformational leaders, and the individual's daily work is readily
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: 1996; Yammarino, 1999), little info
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
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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
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Pearson's correlation coeRcient was
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Chapter 4 ANALYSIS OF THE DATA lowa
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eported a mean of 98.04 hours of le
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Table 6 Mean and Standard Deviation
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others in transformational and tran
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Table 9 Pearson's Correlation Coeff
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groups (50 years of age). Variabili
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to the original hypotheses, transfo
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'Table 14 Correlations Between Inst
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Mean scores were compiled for each
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Table 17 Gender Differences Related
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(r = -.I 88, p>.05), a weak but sig
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Table 21 Demographic Factors Relate
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Table 23 MLQ Mean Scores of Leaders
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The results related to organization
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characteristics, should also contri
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transactional. Furthermore, Volkman
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This study extended the multi-item
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100 activists and union members. In
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(1 997) asserted that while females
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statistically significant correlati
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experience in a variety of settings
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It is also important to note that o
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110 4. Determine if hospital boards
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Bass, B. M. (1 985). Leadership and
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114 Bolman, L., & Deal, T. E. (1997
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Eagly, A. (2003). Transformational,
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Hater, J., & Bass, B. M. (1988). Su
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Johnston, C. S. (1995). The Rokeach
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Northouse, P. (2004). Leadership th
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Wohlers, A., & London, M. (1989). R
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16 . I make clear what one can expe
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16 . Makes clear what one can expec
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A Comfortable Life A prosperous lif
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1 2- a little true 3- mostly true A
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Dear Hospital CEO: APPENDIX F: CEO
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